ILU Project Management Training

ILU Project Management Training
Project Management I Project Initiation & Planning

Agenda - Day One Introductions Project Management Overview Break
Project Lifecycle Lunch Five PMI Project Management Processes Nine PMI Project Management Areas of Knowledge Organizational Influences Wrap-up

Introductions Name Department Number of years at ILICO
Number of projects you have managed Average size of project you have managed Course expectations Ice breaker Introduce yourself and other instructor prior to asking class to introduce themselves By asking the number and size of projects the participants have managed, you get a good idea of the experience of the class. This will help you gauge the speed of going through the course material. Capture course expectations on on a flip chart. At the end of the 2 day class, as part of the wrap-up, refer back to captured expectations, review each expectation and ask class if that expectation was met. One instructor should write the expectations on a flip while the other polls the class for introduction information Ice breaker examples: most fun thing you have done the past year describe favorite vacation describe the person sitting to your left as an animal you most think matches that persons personality

Ground Rules Level Playing Field (titles left at the door)
One conversation at a time Respect opinions of others No beating a dead horse Come back from breaks ON TIME Have FUN

Brain Teaser GET IT 4 Get It (forget it)

Brain Teaser STROKES! Strokes Different Strokes

Brain Teaser heat heat heat heat Heat wave

Course Objectives Understand characteristics of a project
Understand characteristics of a project manager Understand the PMI project lifecycle Understand the 4 components of PMI project management Understand the 9 bodies of knowledge of PMI project management How does project management operate within an organizational structure How to define a project Use Work Breakdown Structures as PM tool Understand characteristic of a project will define what a project is, give examples of different types of projects Understand characteristics of a project manager define project management review traits that project managers need to possess 4 components of PMI project management review and give examples of the 4 components 9 areas of PMI project management will review and give examples of 9 areas How does project management operate within an organizational structure will review the different types of organizational structures and how project management techniques differ in each type of organization How to define a project will present a case study and class will develop project initiation, project charter and SOW documents using ILICO standards Use WBS as a project management tool introduce the concept of work breakdown structure, walk through examples, create WBS structures for case study, translate WBS to a detail project plan

Project Management Overview

Project Management Track Record
50% of all finished projects contain < 70% of original functionality - Center for Project Management Of the 175,000 projects costing $250 billion each year, 52.7% will over run their cost estimates by 189% - Standish Group 31% of all projects were cancelled before they ever got completed - Standish Group Less than1% of all systems development efforts are completed under budget and meeting user requirements - T. Capers Jones

Ten Causes of Project Busts
Ask the participants NOT to look ahead in their student handbook Ask the participants what they think are the top 10 reasons. Write their top ten picks on this slide Once completed show the next slide and notice similarities and differences

Poor problem definition Lack of support No one in charge Project plan lacks structure Project plan lacks detail Project is under funded Insufficient resources Poor tracking Poor communication Project strays from goals IS Managers Survey State “according to an IS Managers Survey, these are the top ten reasons for busted projects” If there were differences in the student’s choices, hi-light, the fact that theirs were good answers too - there are no wrong answers Again ask class not to look ahead and ask them, from this top 10 ten list, how many causes do you think could be mitigated by proper project initiation and planning? Put an asterisk next to each of their answers. After students have given their answers proceed to next slide.

* Poor problem definition * Lack of support * No one in charge * Project plan lacks structure * Project plan lacks detail * Project is under funded * Insufficient resources Poor tracking * Poor communication Project strays from goals IS Managers Survey * project initiation and planning will help mitigate Believe it or not, 8 out of ten reasons for busted projects could have been mitigated using solid project management initiation and planning techniques The whole purpose of this course is to present to you these fundamental project management approaches as they relate to project initiation and planning.

Project Management Questionnaire
Level 1 Embryonic Level 0 No Problem is recognized Project Scope, Timing, Cost, and Quality are not monitored Level 3 Growth A need for improved project mgmt is recognized Benefits of are understood Investigation of improvement is explored Project planning is required Project processes are developed for project-to-project improvement Project mgmt tools are provided Project status on timing, cost, scope and quality is expected with empirical data A continuing education program is established for project mgmt Support for is evident at various levels of the organization Resources are invested in education and assistance More authority is allocated to the project team The management team establishes expectations Level 2 Commitment Integrated cost and schedule control indicators are implemented The organization establishes a project manager career path A project mgmt administrative office is established A continuous process for project mgmt is established Level 4 Maturity Insert the results of the project management maturity questionnaire from the town hall meeting. These results can be different for each town hall, depending upon who was in the audience. You can do a running total, combining the results of all the town halls combined or show separate results. (for the initial training I will combine the results of both town hall meetings) Only 2% are Level 5 For the Capability Maturity Model (CMM), a software development maturity model, only 2 companies are level 5 ILICo

Why This Course? ILICO is serious about adopting and implementing proven project management framework Course will explain purpose and steps of the project management initiation and planning phases Before going to next slide - ask the class what they think defines a project

Definition of a Project
As defined by the Project Management Institute, in the Project Management Body of Knowledge (PMBOK): “A temporary endeavor undertaken to create a unique product or service.” A project has a definite beginning with a definite end. The end is achieved when the project’s objectives of scope, timing, cost and quality have been reached or when these objectives cannot be reached and the project is terminated. A unique product or service implies it has not been done before or it is different in some distinguishing way from similar products or services. Examples of projects: This class is a small project Class is offering a unique service and is a temporary endeavor - it lasts two days. This class is customized for ILICO and therefore distinguishes itself from other courses Homeowner project (remodel basement) Longer timeline, more involved still has all the characteristics of a project

Characteristics of a Project
Brings change to an existing organization Is a unique effort - one which is not repeated over time Resources are allocated for the duration of a project only Typically involves a temporary organization (formal or informal) Often causes conflicts with existing operational resources Usually involves cross functional resources Has a defined start and end point, not an ongoing effort Estimates for timing and cost are mere estimates Changes to the scope and objectives can occur during the project lifecycle Examples of estimates for timing (list all the steps or phases of the following and what the variables could be): Changing oil on car grocery shopping cooking dinner mowing grass

Definition of Project Management
As defined by the Project Management Institute, in the Project Management Body of Knowledge (PMBOK): “Project management is the application of knowledge, skills tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.” This involves balancing competing demands among: Scope, time, cost and quality Stakeholders with differing needs and expectations Identified requirements (needs) and unidentified requirements (expectations) Program Management is a group of related projects managed in a coordinated way. Also synonymous with project management in some organizations. Before going to next slide - ask the class what they think are characteristics or traits of a good project manager.

Characteristics of a Project Manager
Communication skills Facilitation skills Leadership skills Organizational skills Negotiating skills Project Management Technical skills Notice that 5 out of 6 project management characteristics are soft skills.

Communication Skills Excellent verbal skills Good writing skills
with peers, management customers… Good writing skills memos, status reports, meeting minutes... Excellent meetings skills agenda preparation, meeting facilitation, issues identification... Good Listener Excellent verbal skills ability to clearly and succinctly communicate ideas, status and issues Ex: I like fish (what is the interpretation) Good writing skills Ex: Write quality status reports that clearly articulate the current status of the project (open issues, current accomplishments, future accomplishments, administrative tasks, updated project plan) Excellent meeting skills Meeting must have a specific purpose and end result. Many meetings are a waste of time. Ask: how many in this room have been in a meeting that didn’t start on time, have a clear purpose or did not achieved any meaningful or tangible results Ability to organize a meeting, create an agenda, stick to the agenda, keep participants focused. Ex: start on time, pre-published agenda, Good Listener Seeks first to understand then to be understood (covey - 7 habits of highly successful people). You don’t have to agree with what the other person is saying but you must understand their viewpoint and how/why they got there Ex:Auto racing is not a major sport

Facilitation Skills Facilitates conflict resolution
team member to team member team member to functional organization project to organization project to stakeholder Three keys to facilitation: Understand the issues coming in (and document them) Be neutral - don’t take sides and listen to all opinions Gain consensus

Leadership Skills Ability to form a team and develop team cohesiveness
Understands how to motivate team and achieve results Understands how to motivate individuals Understand the skill set required for the project Ensure each member of the team is on the same page Orientation process (project overview, project plan, tasks and end dates, roles and responsibilities) Get to know each person on the team. By understanding each member of your team you will be able to understand what motivates them. Accomplish this by walking through your project teams area on a daily basis. Try to talk to each person on the team.

Organizational Skills
Good personal time management Delegates/evaluates issues Ability to multi-task This is the “HUB” of the skills.

Negotiating Skills Contract services Purchased goods for the project
Resources from participating functional organizations Stakeholder requirements and expectations Resources from participating functional organizations Remember the definition of a project - it is temporary and has a definite beginning and an end Projects will always have give and take relative to what needs to be done and when - therefore, will be doing a significant amount of negotiating.

Project Management Technical Skills
Understands: the time management process and numbers the cost management process and numbers quality and how to meet the requirements the scope management process and control how to effectively manage different projects alternatives to correct deteriorating trends

Group Exercise Hand to Chin Exercise
Objective: To illustrate that actions may speak louder than words Procedure: As you demonstrate, ask the group to extend their right arms parallel t o the floor. State, “Now, make a circle with your thumb and forefinger.” (As you speak, demonstrate the action.) Then continue, “Now, very firmly bring your hand to your chin.” (Note: As you say, “bring your hand to your chin,” bring your hand to your cheek, not to your chin.) Pause. (Most of the group will have done what you have, ie, brought their hands to their cheeks.) Look around, but say nothing. After 5-10 seconds, a few in the group will realize their error and move their hands to their chins. After a few more seconds, more people will join in the laughter, and your point can then be verbally reinforced -- a trainer’s actions may speak louder than words. Discussion Questions: 1. Did you ever hear the saying, “Don’t do as I do, do as I say?” Do we practice this? 2. We all know actions speak louder than words. How can we use this knowledge in our jobs to help ensure better understanding? 3. Communication is always a scapegoat for performance problems. What other barriers to effective communication does this exercise suggest?

Break Time!

Brain Teaser WHELMING The odds are over whelming

Brain Teaser GOLDEN GATE H2O Water under the bridge

Brain Teaser JUS 144 TICE Gross Injustice

Recommend not spending too much time here - by the end of the class, they will have a much better understanding of this chart. Points - life cycle phases - always building upon the previous Major processes - perform each process in each life cycle phase (some more heavily in certain phases) Knowledge areas - always using these Stress the triangles show where the process is primarily performed - all processes are performed to some degree in each life cycle phase.

Project Life Cycle Good idea to come up with an example the class can relate too and follow through with that example on the next few slides: Examples: Paint a room Finish a basement Plan a party E.g. paint a room: Concept - think about it, will you do it yourself or contract out, get bids Define - determine paint color, when will it be done, details of steps Develop - actually do it Deliver - clean up and you are done!

Examples of Project Life Cycles
Requirements Gathering System Design and Prototyping Code and Unit Testing Acceptance Testing and Deployment Software Development Life Cycle Facilities Project Life Cycle Request and Initial Forecast Layout, Estimating, and Funding Facility Design, BOM, and Construction Debug and Punchlist Power Plant Outage Project Life Cycle Feasibility and Strategic Plan Approval Engineering Contract Terms Materials and Start-up Discuss the different phases of the various industries. Each has similar characteristics and all move from one phase to the next. Expand on the similarities associated with these various industries lifecycles and the project management lifecycle V E R B A L E X E R C I S E Ask the class: What is your specific department’s life cycle (Board the answers - be sure to get each department’s unique life cycle steps, notice the differences and the similarities)

Indianapolis Life’s Project Life Cycle
Concept (Initiation, Charter, …) Define (Planning, Scheduling, Design, …) Develop (Creation, Testing, …) Deliver (Implementation, PI Review, …) Stress understanding that every industry or department has its own lifecycle. Industry specific lifecycles: Accounting, Manufacturing Department lifecycle: Accounts receivable Ask class if anyone is working on a project that has a defined lifecycle? Can usually relate all life cycles to the generic ILICO life cycle (may refer to previous slide)

Project Life Cycle Due to the complexity and uncertainty of projects, organizations usually divide the project into phases. These phases collectively become the project life cycle. Characteristics of a Project Life Cycle: Cost and resources are at lower levels during the beginning, peak towards the middle and end, and drop-off rapidly near the end. Probability of completing the project successfully is lowest at the start, hence risk and uncertainty is greatest at the beginning. The ability of stakeholders to influence the cost and outcome of the project is greatest at the beginning. Turn to the next slide and ask the class to discuss the characteristics of the PLC and Project Phase specific to their projects.

Project Life Cycle Phases
Due to the complexity and uncertainty of projects, organizations usually divide the project into phases. These phases collectively become the project life cycle. Characteristics of a Project Phase: Completion of one or more deliverables. Phases are generally sequential, but may overlap. The end of each phase normally involves a review of the deliverables. These reviews require a decision to either move forward to the next phase, perform further work in the current phase or terminate the project altogether. Turn to the next slide and ask the class to discuss the characteristics of the PLC and Project Phase specific to their projects.

Project Life Cycle Concept Define Develop Deliver
TIME Stress the “Z axis” includes 9 project management bodies of knowledge. Ask the class to discuss the characteristics of the PLC and Project Phase specific to their projects. Scope Time Cost Quality Communications Risk Human Resources Contract / Procurement Scope Time Cost Quality Communications Risk Human Resources Contract / Procurement Scope Time Cost Quality Communications Risk Human Resources Contract / Procurement Scope Time Cost Quality Communications Risk Human Resources Contract / Procurement

Concept Define Develop Deliver TIME Gather Data Identify Project Needs Establish Goals, objectives, basic economics, feasibility, stakeholders,risk level, strategy, potential team Estimate Resources Present Proposal Obtain approval for next phase Appoint Key Team members Conduct Studies Develop Scope Baseline, products, quality standards, resources, work tasks Establish Master Plan, Budget, Cash Flow, WBS, Policies and procedures Assess Risks Confirm Justification Present Project Brief Obtain approval to proceed Set up organization & communications Motivate Team Detail Requirements Establish Work Packages and Information Control Systems Procure goods and services Execute Work Packages Direct/Monitor/Fore-cast/Control: Scope, Quality, Time, Cost Resolve Problems Finalize product or services Review and accept Settle final accounts Transfer product or service responsibility Evaluate Project Document Lessons Learned Release/Redirect Resources Reassign Project Team Discuss the Project Life Cycle phase and the intent of each phase Show how each phase can be used as a checklist or a “go no go” decision to move to the next phase

Project Life Cycle - Concept Phase
Gather Data Identify project needs Establish goals, objectives, feasibility, stakeholders, risk level, strategy, potential team Estimate resources Present proposal Obtain approval for next phase Gather data for feasibility / identify Alternatives Identification of the need business, technological, legal,market demand Establish strategy, goals, deliverables and objectives quantifiable criteria Proposal presented Project Charter, Scope Statement (justification, product brief, deliverables, objectives), Overall Timing, Financial Budget Estimate, Assumptions and Constraints Follow through with more details of your example

Project Life Cycle - Define Phase
Appoint key team members Conduct studies Define scope baseline - resources products - work tasks quality standards Establish master plan - WBS budget - policies & procedures Appoint key team members. Develop scope baseline Work Breakdown Structures (WBS), Responsibility Assignment Matrix (RAM) Establish schedules, resources, budgets Project Management Plans Human resource (HR), Communication Matrix (CM), Risk Response Matrix (RRM),and Quality plan Obtain approval to proceed Follow through with more details of your example

Project Life Cycle - Develop Phase
Set up organization and communications Motivate team Detail requirements Establish work packages and information control systems Procure goods and services Execute work packages Direct, monitor, forecast, control: scope - time quality - cost Resolve Problems Stress the importance to class of directing and monitoring time, cost, scope and quality issues that we have during the execution of the work packages Must have management plans in place that will help facilitate controlling these aspects such as (Scope change request) (Management Reserves built into project) and a baseline plan which you can track against for time and cost. Resolve problems as they occur. Possibilities include development of an “Issues Database” that allow project team members to enter any issues and they can be tracked until resolution occurs. Follow through with more details of your example

Project Lifecycle - Deliver Phase
Finalize product or services Review and accept Settle final accounts Transfer product or service responsibility Evaluate project Document lessons learned Release/redirect resources Reassign project team Finalize product, transfer product responsibility Evaluate project and document results Reassign project resources Stress the importance of termination phase in terms of many projects fail because of poor termination and a smooth transition into an operational mode OVERALL LIFECYCLE PHASES ARE USED AS CHECKLISTS THAT ALLOW YOU TO PROCEED FROM ONE PHASE TO THE NEXT

Influence on Cost High Beginning Phases Intermediate Phases Final Phases Cost Expenditure Ability to Influence Cost It is easier and less expensive to make changes while still on the drawing board than it is to implement the changes in the field. Requires up-front thinking in all nine project management bodies of knowledge Scope Time Cost Quality Communication Human Resources Risk Management Procurement Integration Cost Influence Low TIME

Resources per Phase Concept Development Implementation Termination RESOURCES Discuss how resource requirements grows over time and then declines. Knowing the peaks and valleys is key to maximize resource usage. Explain how strong project management may enable projects to spend more resources during the planning phases and less during actual execution and termination TIME The greatest amount of resource usage normally occurs during the implementation phase of the project.

Break Time!

Five PMI Project Management Processes

Project or phase is approved
5 PMI PM Processes Initiating Processes Planning Executing Controlling Closing Plan developed for execution Plan is executed and Controlled As the execution is controlled, it may require additional planning Plan is successfully executed Plan and execution has been controlled Feedback in both directions Project or phase is approved in order to proceed Stress the importance that the project management processes are “never ending” each process is initiated or reviewed during all phases of the project lifecycle Stress how interactive the processes are. A project is distinguished by the initiating and closing processes - otherwise it is not a project.

5 PMI PM Processes - Initiating
Initiate Initiating Processes Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase. Tools & Techniques Inputs Outputs Product Description Strategic Plan Project selection Criteria Historical Information Project Selection methods Expert judgment Project Charter Project manager identified/ assigned Constraints Assumptions Initiating Process is the “kick off” to determining if the business need is indeed a project and if it should be treated as such moving forward BE SURE TO DISCUSS THE ILICO PROCESSES - The initiation form and Prioritization committee

Definition The process of formally recognizing that a new project exists or that a project should proceed to the next phase Projects are normally identified as the result of: Market demand Business needs Customer request Technology advance Legal requirements Market Demand Ex: deregulation Business Needs Ex: Expand product line Customer Request Ex: New product line Technology Advance Ex: WEB based development Legal Requirements Ex: Tax code changes

Project Scope Management “A subset of project management that includes the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully.” The project scope is measured against the plan and the product scope is measured against the requirements upon completion. These two scope management areas need to be integrated to ensure successful completion of the project. Product scope is the features and functions included in a product or service. Project scope is the work required to deliver the product with it’s features and functions. Stress that the scope forms the basis for comparing performance once implementation begins. First sentence is key - all of the work required and only the work required to complete the project successfully.

Once a potential project has been identified, the following items need to be available or developed by a project manager and the senior management team: Product description - documents the characteristics of the product or service, it also identifies where the need was recognized from the previous list. The more detail contained in the product description, the better, but the product description will normally become more detailed as the project progresses. Initial high level budget and timing estimates with resource requirements Strategic goals - all potential projects should be in support of the strategic goals of the organization Project selection criteria - ROI, market share, impact on the organization (positive/negative), or probability of success Historical information - how successful has past project selections been, previous project performance Discuss how these items form the scope basis. Before next slide - ask how they think projects should be selected.

A project selection method is applied to the previous list of inputs. The project initiation method involves a documented process for project initiation that includes: Identified individuals or group of individuals to make the decision A method of evaluating project selection criteria (comparison to other projects, mathematical scores, presentations of opinions) Expert judgment from consultants, professional organizations, educational institutions, industry groups) Communication plan of the decision Forms and standards for submission Discuss that all projects should include the previous mentioned inputs in order to determine which projects should be pursued and which should not.

5 PMI PM Processes - Planning
Planning Process Planning is of major importance to a project because the project involves doing something which has not been done before. However, the number of planning processes does not mean that project management is primarily planning – the amount of planning performed should be commensurate with the scope of the project and the usefulness of the information developed. Tools & Techniques Inputs Outputs Do enough to comfortably get started - ok to make assumptions so you can get started. Other planning outputs Historical info Organizational policies Constraints Assumptions Project planning methodology Stakeholder skills and knowledge Project management information system (PMIS) Project plan Supporting details

Scope Planning developing a written scope statement as the basis for future project decisions (ex. Freshly painted blue house with 2 coats of paint) Scope Definition subdividing the major project deliverables into smaller, more manageable components Activity Definition identifying the specific activities that must be performed to produce the various project deliverables (ex. Purchase paint, position ladders, apply paint…) Activity Sequencing identifying and documenting interactivity dependencies (ex. Must purchase before application) Scope definition - how deliver Activity definition - to do list Activity sequencing - the order of the to do list

Activity Duration Estimating estimating the number of work periods which will be needed to complete individual activities Schedule Development analyzing activity sequences, activity duration's and resource requirements to create the project schedule Resource Planning determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities Cost Estimating developing an approximation (estimate) of the costs of the resources needed to complete project activities Activity duration estimating - how long will it take Schedule development - review for reasonableness Resource planning - look at skills as well and are they available

Cost Budgeting allocating the overall cost estimate to individual work items Project Plan Development taking the results of other planning processes and putting them into a consistent, coherent document

5 PMI PM Processes - Executing
Execute Executing Processes Project execution is the accomplishment of the objectives of the project by the performing organization. Tools & Techniques Inputs Outputs Project Plan Supporting details Organizational policies Corrective action General mgmt skills Product skills & knowledge Work authorization system Status review mtings Project mgmt info Organizational procedures Work results Change requests Skim this - not the focus of the class Stress that the Executing Processes consist of: Project Plan Execution Scope Verification Quality Assurance Team Development Information Distribution Solicitation Source Selection Contract Administration

Project Plan Execution carrying out the project plan by performing the activities included therein Scope Verification formalizing acceptance of the project scope Quality Assurance evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards Team Development developing individual and group skills to enhance project performance

Information Distribution making needed information available to project stakeholders in a timely manner Solicitation obtaining quotations, bids, offers or proposals as appropriate Source Selection choosing from among potential sellers Contract Administration managing the relationship with the seller

5 PMI PM Processes - Controlling
Controlling Processes Project performance must be measured regularly to identify variances from the plan. Variances are fed into the control processes in the various knowledge areas. To the extent that significant variances are observed (i.e., those that jeopardize the project objectives), adjustments to the plan are made by repeating the appropriate project planning processes. Controlling also includes taking preventative action in anticipation of possible problems. Tools & Techniques Inputs Outputs Skim this - not the focus of the class Project plan Performance reports Change requests Change control system Configuration Management Performance Management Additional Planning PMIS Project plan updates Corrective action Lessons learned

Overall Change Control coordinating changes across the entire project Scope Change Control controlling changes to the project scope Schedule Change Control controlling changes to the project schedule Cost Control controlling changes to the project budget Quality Control Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance

Performance Reporting collecting and disseminating performance information. This includes status reporting, progress measurement and forecasting Risk Response Control responding to changes in risk over the course of the project

5 PMI PM Processes - Closing
Closing Processes · Administrative closure – generating gathering, and disseminating information to formalize phase or project completion · Contract close-out – completion and settlement of the contract, including resolution of any open items Stress that closing process is important because we need to have a smooth transition from a project environment to an operational environment Give examples of ILICO projects (a verbal agreement could be considered an acceptance agreement) Signoff on a design document Completed list of policies to correct in BEST

Project or phase is approved
5 PMI PM Processes Initiating Processes Planning Executing Controlling Closing Plan developed for execution Plan is executed and Controlled As the execution is controlled, it may require additional planning Plan is successfully executed Plan and execution has been controlled Feedback in both directions Project or phase is approved in order to proceed Stress the importance that the project management processes are “never ending” each process is initiated or reviewed during all phases of the project lifecycle Skim this - recapping what was just discussed and how they interact

Lunch Time!

Nine PMI Areas of Knowledge

9 PMI PM Knowledge Areas Scope Management Risk Management
understanding what is to be accomplished, by who and when? Ensure everyone focused on the right activity at the right time Risk Management minimizing threats and weakness while optimizing opportunities and strengths Quality Management determining the quality policy of the project and then determining the practices to ensure project quality Human Resource Management determining the roles and responsibilities of the resources necessary to support the project as well as the skills and timing needs Communications Management determines what will be communicated, Frequency of communications and who will receive communications Again, most people think of “Scheduling” when you say project management. Project Management is a collection of bodies of Knowledge that include (those listed) Tell class that we are going to briefly cover all of the Bodies of Knowledge, but we are going to focus more on Scope and Time Management, over the next day

9 PMI PM Knowledge Areas Contract / Procurement Management
determines how suppliers will be selected and the contract types that will be administered Time Management determines how long each activities takes to complete to ensure timely completion of the project Cost Management determines the costs of resources and materials to ensure that the project is completed within the approved budget Integration Management Each BOK is integrated with each other at differing degrees of application depending on where and when you are in the life cycle phase Again, most people think of “Scheduling” when you say project management. Project Management is a collection of bodies of Knowledge that include (those listed) Tell class that we are going to briefly cover all of the Bodies of Knowledge, but we are going to focus more on Scope and Time Management, over the next day

9 PMI PM Knowledge Areas - Scope
Scope Management “The function of controlling a project in terms of its deliverables and objectives through the concept, development, implementation and termination phases of a project.” (PMBOK) Key Points: Establish and document the project deliverables and objectives Scope statement, items included and not included Justification, Overall Timing, Financial Budget, Assumptions and Constraints Work Breakdown Structure, basis of work Resources are defined and they support the deliverables, objectives, scope and WBS Implementing a change control process on the project deliverables, resources, WBS How do you define and document the scope of work for projects you work on? What process do you use to control changes in scope?

9 PMI PM Knowledge Areas - Risk
Risk Management “The formal process of identifying, analyzing and responding to risk factors throughout the life of a project and in the best interest of its objectives.” (PMBOK) Key Points: “Project risk is the chance of uncertain occurrences that will adversely affect project activities.” (PMBOK) Identification of risk - Impact analysis - Response system and Response planning Goal: Reduce the likelihood and impact of a negative event or optimize opportunity Certain is 100%, Risk (some probability to occur) and Uncertain (no data available). Need to understand “We know we know (Certain), we know what we don’t know (Risk) and we don’t know what we don’t know (uncertainty) Identify the RISK, Quantify the RISK, Develop a Response to the RISK and Control (mitigate) the RISK College Graduation Outdoors example (mitigation could be a weather protected setup as a backup) Would you have a mitigation plan for the ice sculpture? What Risk Management is practiced in your organization?

9 PMI PM Knowledge Areas - Quality
Quality Management “Quality itself is the composite of material attributes of the product process or service that is required to satisfy the need for which the project is launched.” (PMBOK) Key Points: Proceed through a project’s four phases with zero deviations from the project specifications/objectives Improve the quality of the project process and the quality of the project outcome improves Entire discipline in Quality. Proprietary Q Methods such as Crosby, Juran or Deming versus non-proprietary Q methods such as TQM and continuous improvement. Quality Management is specific; whereas, Corp Quality policy is generic and applies to the whole organization. How do you develop Quality Management Plans for your projects? Q

9 PMI PM Knowledge Areas - HR
Human Resource Management “The function of directing and coordinating human resources throughout the life of the project by applying the art and science of behavior and administrative knowledge to achieve predetermined project objectives of scope, cost, time quality and participant satisfaction”. (PMBOK) Key Points: Identify the necessary skills for the success of the project Choose the right people for the project (most available and qualified for the assignment) Set up the right organization (functional, matrix, project) Communications (how teams communicate inter and intra-team Team building (team formation and conflict resolution) Project Manager must focus on human dimensions more so than functional manager Need to understand motivators (Maslow and MacGregor Theory X and Y) because only have resources for short time frame Briefly define the X and Y theory - Theory X are lazy where Theory Y are more driven Need to negotiate with Functional resources for borrowed resources Will spend a lot of time here and dove tails with communication - will spend more time than expected.

9 PMI PM Knowledge Areas - Communication
Communications Management “The proper organization and control of information transmitted by whatever means to satisfy the needs of the project. It includes the processes of transmitting, filtering, receiving and interpreting or understanding information using appropriate skills according to the application in the project environment.” (PMBOK) Key Points: Communication can be upward, downward, lateral or diagonal Mediums include: oral, verbal, written, non-verbal and visual Barriers to communication - withholding information, hidden agendas or mixed messages How do you communicate project information to management and project team members? What information do you communicate? Negotiations and information exchange should be above the table in order to establish trust State that ILICO has a “Communication Template” and that it should be used. It can be found in the Project Charter document to be discussed later. Ask how much time they think will be spent on this: 90% of the project manager’s time will be spent executing this skill (along with human resource mgmt)

9 PMI PM Knowledge Areas - Procurement
Contract / Procurement Management “The function through which resources (including people, plant, equipment and materials) are acquired for the project (usually through some form of formal contract) in order to produce the end product.” (PMBOK) Key Points: Objective - Acquisition - Procurement Acquisition: Methods, source selection, contract type, documents, bidding process, evaluation/negotiations award Allocation of risk: Firm fixed price, cost plus fixed fee Philosophically we should be striving to strike a balance between customer and supplier in regards to risk and costs What process do you use to procure resources in your organization? Is the procurement process different for different projects? Skim this - tend to be done when getting outside resources Contract for Services

9 PMI PM Knowledge Areas - Time
Time Management “The function required to maintain appropriate allocation of time to the overall conduct of the project through the four phases of the project by means of the processes of the time planning, time estimating, time scheduling and schedule control.” (PMBOK) Time Management Process discuss the four major processes of Time management Planning --Using a WBS to assist us in identifying the work activity necessary for attainment of project deliverables Estimating-- Determining the elapsed time versus the level of effort Scheduling-- Gain an understanding in determining the early and late deliverable delivery dates and calculating the amount of “total float” Resources –discuss how resources are assigned from a scheduling point of view B C D E F G I J K L M N

9 PMI PM Knowledge Areas - Cost
Cost Management “The function required to maintain effective financial control of the project through the processes of evaluating, estimating, budgeting, monitoring, analyzing, forecasting and reporting the cost information.” (PMBOK) Project cost management is primarily concerned with the cost of the resources needed to complete project activities Project cost management should consider the information needs of the project stakeholders - different stakeholders measure project costs in different ways and at different times

9 PMI PM Knowledge Areas - Integration
Integration Management “The processes required to ensure that the various elements are properly coordinated. It involves making tradeoffs among competing objectives and alternatives in order to meet or exceed stakeholder needs and expectations.” (PMBOK) Key Points: Project plan development - taking the results of other planning processes and putting them into a consistent, coherent document Project plan execution - carrying out the project plan by performing the activities included therein Overall change control - coordinating changes across the entire project Processes interact with each other and with processes in the other BOK areas as well Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project Each process generally occurs at least once in every project phase

Triple Constraint As project managers, we are always trying to manage the constraints of product, schedule, and budget Product … The “Triple Constraint” Stress the point that it is very easy for a project manager to isolate one specific constraint and manage it very easily, it becomes more difficult when all constraints have impacts and implications to others Best to prioritize these at the beginning of the project with the sponsor - cannot have all 3. If time and quality are key - it will be expensive. If cost is most important, time or quality may suffer, etc. Schedule Budget

Project Life Cycle Wrap-Up
Concept Define Develop Deliver TIME Stress the “Z axis” includes 9 Bodies Of Knowledge. Ask the class to discuss the characteristics of the PLC and Project Phase specific to their projects. Scope Time Cost Quality Communications Risk Human Resources Contract / Procurement Scope Time Cost Quality Communications Risk Human Resources Contract / Procurement Scope Time Cost Quality Communications Risk Human Resources Contract / Procurement Scope Time Cost Quality Communications Risk Human Resources Contract / Procurement

Break Time!

Brain Teaser FGHIJKLMNOPQRST High IQ

Brain Teaser VAD ERS Space Invaders

Brain Teaser NOXQQIVIT No excuse for it.

Organizational Influences

Projects are part of an organization, which will influence the project during it’s life cycle. Organizations can be classified as: Project-Driven Organizations operations deal primarily with projects. These organizations derive their revenue from performing projects for others or the organization has adopted management by projects. OR Non-Project-Driven Organizations which derive their primary revenue from operations other than projects. Insurance companies, financial institutions, manufacturing companies and utility companies are normally examples of non-project-driven organizations. Ask the class whether they believe their organization is project-driven or non-project-driven. Have them provide the reasons

The project management team needs to be aware of the type of organization they are working within. The organizational influences will vary significantly with the degree of operations from project-driven to non-project-driven. The structure of the organization has many variations: (1) Functional Organization: “An organizational structure in which staff are grouped hierarchically by specialty. MGR CEO STAFF Project Coordination Stress that project coordination occurs at the manager level

(2) Matrix Organization: “Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.” Matrix organizations can vary from a weak matrix, where most of the characteristics of a functional organization exists and the project manager has limited authority, to a strong matrix organization, where the project manager has an equal or greater authority on the project than the functional organizations. MGR CEO PROJECT MGR STAFF Stress that project coordination occurs at the staff level Project Coordination

The degree an organization is matrixed on a project typically relies upon factors such as: Project Size Project Complexity Project Duration Project Budget Importance to the Organization Management Philosophy Physical Location Number of Participating Groups Stress the different factors to understand which organizational structure is best for their project.

(3) Project Organization: “Any organizational structure in which the project manager has full authority to assign priorities and to direct the work of individuals assigned to the project.” PROJECT MGR CEO STAFF Stress that project coordination occurs within project organization. Project Coordination

Type Functional Weak Matrix Strong Matrix Project Project Characteristics Project Mgr.'s Authority Little/None Limited Moderate/High High/Total Project Mgr.'s Role Part-Time Part-Time Full-Time Full-Time Project Mgmt. Admin. Staff Part-Time Part-Time Full-Time Full-Time Here are the different organization types and some of their characteristics Good Project Mgmt. System Secondary/ Integration Strong System for Projects Little/None Little Percent of Team Assigned Full Time None 0-25% 50-90% 80-100% Ability of Project Team to Influence Organizational & Process Changes Little/None Limited Moderate/High High/Total

Socioeconomic Influences
The project management team needs to recognize the potential socioeconomic influences on the project. These influences can be as great or greater than organizational influences. Some examples are: Regulations - building codes, Nuclear Regulatory Commission on construction of a nuclear power plant, government contracts Standards - EDI, metric vs. U.S system, wire color International - time zone differences, holidays, politics, transportation Cultural - education, religious, attitudes, beliefs Discuss the external environment that effects the success of projects. Ask the class to describe any external factors that could inhibit success for their projects.

Agenda - Day Two Day One Overview Project Initiation Project Planning
Break Project Charter Lunch Work Breakdown Structures Resource Estimates Project Schedule Development Review and Wrap-up

Day One Overview Project Management Overview Project Lifecycle
Five PMI Project Management Processes Nine PMI Project Management Areas of Knowledge Organizational Influences Ask the class to list the items under life cycle and re-draw on a flip chart as they state them (asking where they go as well). Should rebuild the diagram illustrating the life cycle and process interrelationships.

Brain Teaser EMPLOYMENT Men out of work.

Brain Teaser arrest you’re You’re under arrest

Brain Teaser ACCIDENT Accident prone

Project Initiation The first of the five project management processes, initiation kicks things off right. It is critical to the long term success of the project. Stress the triangles show where the process is primarily performed - all processes are performed to some degree in each life cycle phase.

ILICo’s Project Initiation Processes
Indianapolis Life’s project initiation process involves: Drafting the very simple Project Initiation form Gaining the sponsorship of your manager or department head Gaining the support of the Prioritization Committee for projects over $250 k Gaining the approval to proceed on to the planning process

Show blank template of ILICO project initiation template form.
Walk through each component of the ILICO project initiation form. State the desired purpose for each section, and how it should properly be completed After each component of the form has been reviewed, introduce the first group exercise Break out into groups and have each group complete the Project initiation form for the construction project

Group Exercise Create Project Initiation Form for the ILICO Construction Project Review project overview Review sample Project Initiation Form Break into groups Complete Project Initiation Form Present results Provide each group with blank ILICO Project Initiation Form transparencies and markers for completing the exercise Allow 20 minutes for group to complete exercise (facilitators should constantly monitor groups for progress and to answer any questions they may have. Notice if the group is stuck and steer the group in the right direction without giving them the answers. Allow each group 10 minutes to present their results. Show teacher’s sample. Just pass out and let class keep. (use the teacher’s handout as knowledge transfer - class can use teacher’s handout as base line for future exercises and as reference material when they are managing real projects.

Project Planning Now we are ready to discuss the second major project management process, project planning.

Project Stakeholders Project Stakeholders are: “individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion”. The project management team must: Identify the project stakeholders Determine their requirements Determine their expectations Manage and influence these requirements and expectations The management of the project stakeholders’ requirements and expectations can be extremely difficult. The project management team should resolve conflicts in favor of the project customer. Conflicts may surface, such as: The customer requires a modernized information system with a finite budget and implementation in a short period of time, while the Chief Information Officer expects the project to include state-of-the-art networking technology. Stress the significance of the requirements (knowns) versus the expectations (unknowns)

Project Stakeholders Categories of project stakeholders:
Internal External Owners Financiers Suppliers Contractors Team Members Customers Examples of project stakeholders: Project Sponsor Project Manager Customer(s) Performing Organizations CFO Software Supplier Operator Ask the class to list some of the project stakeholders in some of the projects they have been involved in. Not the names but rather the position and level in organization

ILICo’s Project Planning Processes
Indianapolis Life’s project planning activities revolve around: Developing the work breakdown structure Identifying the necessary resources, skills and experience Working with the proper department heads to discuss the needed resources and obtaining commitment from the department heads of specific individuals able to work on the project. This commitment should also include a planned timeframe for resource availability Creating the final project charter as the project planning master document

The basic planning process involves the steps (listed on the slide)
The basic planning process involves the steps (listed on the slide). The final output of the planning process is a completed project plan. Indianapolis Life’s project plan is the project charter document. The project charter contains more than just the project schedule. It outlines the scope, schedule, organization, approach and other areas of project management.

Scope Planning (ILICo Project Charter)
Scope planning is the process of developing a written scope statement as the basis for future project decisions including, in particular, the criteria used to determine if the project or phase has been completed successfully. Outputs of Scope Planning: Project justification - the business need that the project was undertaken to address. The project justification provides the basis for evaluating future trade-offs. Project product - a brief summary of the product description. Project deliverables - a list of the summary level sub-projects whose full and satisfactory delivery marks completion of the project. Project objectives - the quantifiable criteria that must be met for the project to be considered successful. Project objectives must include, at least, cost, schedule and quality measures. Unquantified objectives entail high risk. Discuss how scope planning builds on the Project Initiation Form to better define the project at a lower level

Break Time!

Brain Teaser END N D Where the ends meet

Brain Teaser NO NO CORRECT Right under your nose

Brain Teaser 9ALL5 All in a day’s work

ILICo’s Project Charter
Project charter defines the boundaries of the entire project Tool that a Project Manager can choose to use on medium to large projects Components of a project charter include: project background - project responsibilities objectives - delivery criteria approach - communication plan scope - cost risks - scheduling assumptions Provide each group with blank ILICO Project Charter Form transparencies and markers for completing the exercise Allow 20 minutes for group to complete exercise (facilitators should constantly monitor groups for progress and to answer any questions they may have. Notice if the group is stuck and steer the group in the right direction without giving them the answers. Allow each group 10 minutes to present their results. Show teachers sample. Just pass out and let class keep. (use the teachers handout as knowledge transfer - class can use teachers handout as base line for future exercises and as reference material when they are managing real projects.

Show blank template of ILICO project charter template form.
Walk through each component of the ILICO project charter form. State the desired purpose for each section, and how it should properly be completed After each component of the form has been reviewed, introduce the group exercise Break out into groups and have each group complete the Project charter form for the construction project

Group Exercise Create Project Charter for the ILICO Construction Project Exercise Review project overview Review sample Project Charter Break into groups Complete Project Charter Present results Provide each group with blank ILICO Project charter transparencies and markers for completing the exercise Allow 30 minutes for group to complete exercise (facilitators should constantly monitor groups for progress and to answer any questions they may have. Notice if the group is stuck and steer the group in the right direction without giving them the answers. Allow each group 10 minutes to present their results. Show teachers sample. Just pass out and let class keep. (use the teachers handout as knowledge transfer - class can use teachers handout as base line for future exercises and as reference material when they are managing real projects.)

Lunch Time!

Scope Definition We will be covering the core processes and not the facilitating processes.

Scope Definition Scope definition involves subdividing the major project deliverables (as identified in the scope statement) into smaller, more manageable components in order to: Improve the accuracy of cost, time, and resource estimates Define a baseline for performance measurement and control Facilitate clear responsibility assignments Outputs of Scope Definition: Work breakdown structure - A work breakdown structure is a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project: work not in the WBS is outside the scope of the project. As with the scope statement, the WBS is often used to develop or confirm a common understanding of project scope. Discuss how scope planning builds on the Project Initiation Form to better define the project at a lower level

Work Breakdown Structures
Work Breakdown Structure (WBS) - “A deliverable oriented ‘family tree’ which organizes, defines, and graphically displays the total work to be accomplished in order to achieve the ultimate deliverable of a project. Each descending level represents an increasingly detailed definition of the project deliverable.” (PMBOK) WBS SCHEMATIC 1.0 Reroof House 1.1 Materials Estimation 1.2 Materials Gathering 1.3 Roof Application Method to decompose deliverable into supporting subordinate sub-deliverables Typically NOUN oriented Decompose to the level most comfortable which also provides meaningful management information Introduce reroofing project. Level numbers show the hierarchy. Go through the example. 1.1.1 Measure Roof 1.1.2 Calculate Materials 1.2.1 Purchase Materials 1.2.2 Take Delivery 1.3.1 Roof Removal 1.3.2 Roof Application Remove Shingles Remove Nails Apply Shingles Cut Caps Apply Caps

Work Breakdown Structures
Purpose of the WBS: Defines the work to be performed (Scope) Basis for cost estimating and collection Basis for resource allocation Basis for time estimating Defines responsibility of the work Basis for determining relationships Method for systematically decomposing the work effort to determine the scope. Above Ceiling Conveyor Installation Below Stress that WBS Provides Focus - the orientation of how to accomplish the deliverables Tells quickly what is included and excluded

Group Exercise Create WBS for construction project

ILICO Construction Project Exercise
WBS Schematic Expansion Project (0) Existing Building (1.0) New Building (1.1) Landscaping (1.2) An example WBS. There are many different ways to approach a WBS. The key is developing one that enables the project manager to identify the deliverables and key activities that must be done to accomplish the project objectives. Office Space (1.0.1) Conference Rooms (1.0.2) Office Space (1.1.1) Conference Rooms (1.1.2) Architectural Plan (1.2.1) Temporary Office Space ( ) Implementation Plan ( ) Vendor Selection ( )

Resource Planning We will be covering the core processes and not the facilitating processes.

Resource Planning Resource planning involves determining what physical resources (people, equipment, materials) and what quantities of each should be used to perform project activities. Outputs of Resource Planning: Resource Requirements - The output of resource planning process is a description of what types of resources are required and in what quantities for each element of the work breakdown structure. These resources will be obtained either through staff acquisition or procurement. Resource Estimate Worksheet - The resource estimate worksheet may be completed with the project initiation form to formulate initial thoughts on resource needs. It should be refined during the planning process. Resource planning enables a project manager to think through the skills and experience needed for the project to meet its objectives. Identifying the number of individuals, by skill and experience level will enable the project manager to help the department head to identify the individuals who are capable (and available) to work on the project.

A key part of ILICo’s planning process is the identification of resource needs. Identifying these needs, and then obtaining resource commitment from the department on resource availability and schedule are a key to project success.

Resource Estimate Worksheet
The resource estimate worksheet is a tool that can be used in both the initiation process and in the planning process. This tool is used to estimate the number of Full Time Equivalents (FTEs) needed from each department to accomplish the project objectives. The Project Center rolls these up for major projects to report the current and projected demands by department and by project.

Break Time!

Brain Teaser PLASMA H2O Blood is thicker than water

Brain Teaser cy cy cyclone

Brain Teaser U S T I Its up to you.

Activities and Schedule Development
We will be covering the core processes and not the facilitating processes.

Activity Definition Activity definition involves identifying and documenting the specific activities that must be performed in order to produce the deliverables and sub-deliverables identified in the work breakdown structure. Implicit in this process is the need to define the activities such that the project objectives will be met. Outputs of Activity Definition: Activity List - The activity list must include all activities which will be performed on the project. It should be organized as an extension to the WBS. Supporting Detail - Supporting detail for the activity list should be documented and organized as needed to facilitate its use by other project management processes. Supporting detail should always include documentation of all identified assumptions and constraints. WBS Updates - In using the WBS to identify which activities are needed, the project team may identify missing deliverables or corrections to the WBS. Activity definition involves taking the work breakdown structure and identifying the activities that must occur to accomplish the project objectives. The level at which activity definition is done depends on both the complexity of the project and the experience level of the project manager and project team.

Re-Roofing Project Activity List
1.1.1 Measure Roof 1.1.2 Calculate Materials 1.2.1 Purchase Materials 1.2.2 Take Delivery Remove Shingles Remove Nails Apply Shingles Cut Caps Apply Caps Activities are verb oriented.

Activity Sequencing Activity sequencing involves identifying and documenting interactivity dependencies. Activities must be sequenced accurately in order to support later development of a realistic and achievable schedule. Outputs of Activity Sequencing: Project Network Diagram - A project network diagram is a schematic display of the project’s activities and the logical relationships (dependencies) among them. Activity List Updates - In much the same manner that the activity definition process may generate updates to the WBS, preparation of the project network diagram may reveal instances where an activity must be divided or otherwise redefined in order to diagram the correct logical relationships. Activity sequencing attempts to capture the required and decided order in which activities must be completed. Some common terms people may hear are: Dependencies Finish to Start dependencies

Re-Roofing Project Network Diagram
1.1.1 Measure Roof 1.1.2 Calculate Materials 1.2.1 Purchase Materials 1.2.2 Take Delivery Remove Shingles For the re-roofing project example: + You must measure the roof before you can calculate the materials (this is a finish to start dependency) + You much purchase the materials before you can take delivery of them + Because of the risk of rain or delay in delivery, we are choosing to make the removal of the old roof dependent on the delivery of the materials for the new roof + While you must start removing the shingles before you remove all the nail that are left, you don’t have to finish removing all the shingles before you start removing nails. You can start removing nails sometime after removing shingles has started. (this is a start to start dependency with a start lag time) + Similarly, you can start applying shingles after you have removed part of the roof, but you don’t have to wait until all of the shingles and nails have been removed (another start to start dependency with a start lag time) + You can begin cutting caps after you have started applying some of the shingles + You can begin applying caps after you have cut enough of them to apply. Apply Shingles Remove Nails Cut Caps Apply Caps

Activity Duration Estimating
Activity duration estimating involves assessing the number of work periods likely to be needed to complete each identified activity. The person or group on the project team who is most familiar with the nature of a specific activity should make, or at least approve, the estimate. This will often require consideration of elapsed time as well. Outputs of Activity Duration Estimating: Activity Duration Estimates - Activity duration estimates are quantitative assessments of the likely number of work periods that will be required to complete an activity. They should always include some indication of the range of possible results (2 weeks +/- 2 days, or 8 to 12 days). Basis of Estimates - Assumptions made in developing the estimates. Activity List Updates - Updates to the activity list as discovered. Discuss how activity duration estimating attempts to identify the amount of time it will take to accomplish an activity. Some activities’ duration’s are effected by different resource levels while others are not. Project managers should be aware of the effect that different resource levels will have on the duration of the activities.

Re-Roofing Project Duration Estimates
Estimated durations (in hours) have been estimated for each activity. The example shown is utilizing Microsoft Project to record the tasks (activities), and durations.

Schedule Development Schedule development means determining start and finish dates for project activities. If the start and finish dates are not realistic, the project is unlikely to be finished as scheduled. The schedule development process must often be iterated. Outputs of Schedule Development: Project Schedule - The project schedule includes at least planned start and expected finish dates for each detail activity. (Note: the project schedule remains preliminary until resource assignments have been confirmed.) Supporting Detail - Supporting detail for the project schedule includes at least documentation of all identified assumptions and constraints. Schedule Management Plan - A schedule management plan defines how changes to the schedule will be managed. It may be formal or informal, highly detailed or broadly framed based on the needs of the project. Resource Requirement Updates - Resource leveling and activity list updates may have a significant effect on preliminary estimates of resource requirements. Discuss how schedule development takes the activities, their sequence and duration's to arrive at the project schedule. Project scheduling for medium to large projects is usually done on computer software such as Microsoft Project.

Re-Roofing Project Schedule

Group Exercise Create Project Network Diagram for the ILICO Construction Project Exercise Activity List Project Network Diagram Present results Provide each group with blank transparencies and markers for completing the exercise Allow 30 minutes for group to complete exercise (facilitators should constantly monitor groups for progress and to answer any questions they may have. Notice if the group is stuck and steer the group in the right direction without giving them the answers. Allow each group 10 minutes to present their results. Show teachers sample. Just pass out and let class keep. (use the teachers handout as knowledge transfer - class can use teachers handout as base line for future exercises and as reference material when they are managing real projects.)

Project Schedule - GANTT Chart
The following is a depiction of a project schedule. Developed using Microsoft Project 98, this project schedule shows the activities, dependencies, durations and resources planned to accomplish the project objectives. This view is called a GAANT chart.

Project Plan Development
We will be covering the core processes and not the facilitating processes.

Project Plan Development
Project plan development uses the outputs of the other planning processes to create a consistent, coherent document that can be used to guide both project execution and project control. This process is almost always iterated several times. The project plan is used to: Guide project execution Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Provide a baseline for progress measurement and project control Outputs of Project Plan Development: Project Plan - The project plan is a formal, approved document used to manage and control project execution. The final Project Charter with project schedule, organization, resources, budget and other attachments is ILICo’s project plan. Discuss how the project charter document is the guiding document for project plan execution and control. A project plan is more than just the schedule. It spells out how the project is organized; how and when activities will be conducted, and by who; and how the project will be managed.

Overview discussion of Indianapolis Life’s planning process and how it flows.

Wrap up with discussion of areas covered:
Project Management Overview Project Life Cycle (Concept - Define - Develop - Deliver) Five PMI PM Processes (Initiation, Planning, Controlling, Executing, Closing) Nine PMI PM Knowledge Areas (Scope, Time, Cost, Quality, HR, Communications, Risk, Procurement, Integration) Project Initiation ILICo’s Project Initiation Form and Process Project Planning Scope Planning - ILICo’s Project Charter Scope Definition - Work Breakdown Structures Project Plan Development - Activity and Schedule Development ILICo’s Project Charter is the project planning document Next Class Controlling - Issues Management, Status Reporting, Scope Control Executing Closing Processes - Delivery Acceptance Agreements

Closing Exercise Objective: To allow participants to discover (or reinforce) some principles of adult learning through “hands-on” activity. Procedure: Distribute eight copies of the number game to each participant. Ask them to place a blank sheet of paper over the numbers so they cannot see the placement of the numbers. Tell them this is a simple hand-eye coordination exercise in which they are to work as fast as they possibly can within a given time period. Then tell the participants to “remove the blank sheet of paper.. With pen or pencil, draw a line from #1 to #2, #3, etc., until I say ‘stop.’ OK? Go!” Allow 60 seconds; then say “Stop. Please circle the highest number you reach and jot down the number ‘1’ in the upper right hand corner.” Repeat this exact procedure for 6-7 more times, each time allowing 60 seconds. Make certain each sheet is numbered in sequence (#1, #2, #3, …) Discussion Questions: 1. In all candor, how did you feel when you were going through the exercise? (Note: Responses will be “nervous,” “frustrated,” “upset,” “mad,” etc.) 2. Practice makes perfect. If this is really true, we all should have shown a consistent increase in the number attained with each attempt. Is this true for each of you? If not, why?

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