1. Project Management Principles and Practices
University of Alberta Technology Training Center
Developed by Priscilla Bahrey, PMP

2. Overview
The purpose of this course is to provide an overview of Project Management – the principles and practices to help you to manage a project or to participate more effectively as part of a project team.
This training guide covers related Project Management principles related to planning and executing a project, managing people and resources, connecting with stakeholders, maintaining and managing scope, budget and timelines.

3. Training Objectives:
By the end of this Project Management Practices and Principles course, you will have an understanding of how to:
plan and execute a project
manage people and resources
connect with stakeholders
maintain and manage scope, budget and timelines
What we will cover today….
Learn what project management is and the qualities of an effective project manager.
Understand the nine knowledge areas of project management and how they can be applied to your project.
Discover the phases of a project and what deliverables are expected when.
Identify a project’s key stakeholders.
Understand the different types of business cases and how to create a Statement of Work.
Learn to be prepared for the unexpected by utilizing risk management and change control.
Learn how to organize project activities by creating a Work Breakdown Structure.
Create a network diagram to track your project’s progress.
Learn budgeting and estimating techniques.

4. Section 1: Introduction Section 2: Initiating (Definition)
Agenda for 3 Days
Section 1: Introduction
Section 2: Initiating (Definition)
Section 3: Planning
Section 4: Executing
Section 5: Monitoring & Controlling
Section 6: Closing
Introduction to Project Management
Reasons projects fail
Successful project features
What is Project Management?
Key functional areas
Project Definition
Stakeholder Identification
Business Case
Feasibility Study
Cost/benefit analysis
Business Goals and Objectives
Statement of Work
Risk
Constraints
Day 2
Project Planning
Work Breakdown Structure
Network Diagrams
Scheduling
Budgeting

5. Introductions What is your Project Management Experience?
What types of projects will you be involved in?
What would you like to get out of the course?

6. Reference Material Project Management
Idiot’s Guides As easy as it Gets!
Sixth Edition
Page 5

7. Unit 1: Introduction This unit will cover: Project Successes/Failures
What is Project Management?
Project Management Knowledge Areas
Project Life Cycle

8. What is a Project? Project
A temporary endeavor undertaken to create a unique product, service, or result
—PMBOK®
A Project is something that has a specific start date and a specific end date. This start and end date must be understood, and accepted, by the people in charge of the project.
May be similar to other project but the process to create your project is unique, and therefore, the product of the project (the thing the project creates) is subsequently unique. This is distinct from a program, which often uses an existing process and duplicates it over and over to produce a replicated product. An assembly line is an example of a program, while building a skyscraper is an example of a project.
A project is the result of a multi-task job that performs something specific (i.e. a goal).
This means that between the start and end dates of your project, the unique thing that your project does involves a series of interconnected processes that performs in a progressively elaborative way to achieve a specific goal.
Progressive elaboration means that you keep creating, modifying, and building upon the raw ingredients of your project, in an organized way, in order to achieve the project's specific goal (also referred to as the product of the project).
“PMBOK” is a trademark of the Project Management Institute, Inc.

9. Activity Why do projects fail?
(Discuss what you have seen in your assigned teams)
Have you been on a project that failed?
Identify some of the reasons

10. Reasons for Project Failure
Poor project and program management discipline
Lack of executive-level support
No linkage to the business strategy
Wrong team members
No measures for evaluating the success of the project
No risk management
Inability to manage change
Develop a well-defined project plan, use proven methodology and use project management tools to track and control your project
Enlist executive leadership (talk more later). Provide regular executive level communication and keep reinforcing the need for their involvement
Provide a clear business direction that can be understood by everyone impacted by the project. Everyone needs to know WHY the project is important and WHAT it will mean when it is done and HOW you are going to do it
Should select people just because they have the time, they should be on the team because they have the right knowledge and experience – perhaps even contract out if you need to
Success should be spelled out at the beginning so that a) you can meet it and b) you know when you’ve gotten there
Be proactive in managing risk – have a risk plan – identify risk and strategies for dealing with them
Change in both the project (project change management) and change within the organization in addressing the change that the project will bring (organizational change management).
Chapter 3 Page 26

11. Project Management Project management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements
—PMBOK®
Project management Institute definition
PM BOK – project management Body of Knowledge

12. PM Knowledge Areas Integration Management Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Stakeholder Management
PMI PMBOK Version Knowledge Areas
Chapter 4 page 37

13. Project Success Criteria
On time
Within budget
Satisfied Stakeholders
Develop a well-defined project plan, use proven methodology and use project management tools to track and control your project
Enlist executive leadership (talk more later). Provide regular executive level communication and keep reinforcing the need for their involvement
Provide a clear business direction that can be understood by everyone impacted by the project. Everyone needs to know WHY the project is important and WHAT it will mean when it is done and HOW you are going to do it
Should select people just because they have the time, they should be on the team because they have the right knowledge and experience – perhaps even contract out if you need to
Success should be spelled out at the beginning so that a) you can meet it and b) you know when you’ve gotten there
Be proactive in managing risk – have a risk plan – identify risk and strategies for dealing with them
Change in both the project (project change management) and change within the organization in addressing the change that the project will bring (organizational change management).
Chapter 3 Page 26

14. Project Priorities

15. Project Constraints: Time Cost Scope Resources (People) Quality
Risk (Real world)
(Facilities and equipment, Computer Infrastructure, Physical Location etc.)
Scope (what must be built)
Schedule (when it must be built by)
Resources (how much it must cost)
A good PM needs to know the priorities of the above – then can work at keeping the other sides in balance
Must have agreement (team and stakeholders) to the scope and the goals of the project
Have appropriate resources supplied – management support
Third dimension that a PM needs to balance in customer satisfaction – just because it is done on time, on budget and with the features, still have to be sure that the customers are satisfied with the results. – communication! Effective, appropriate and ongoing.

16. The Triple Constraint Cost (Budget) Time (Schedule)
Good + Fast = Expensive
A first rate project, delivered quickly will cost a lot
Good + Cheap = Slow
want a quality job done for a discounted price? It will be delivered very slow – fit into others scheudle
Fast + Cheap = Inferior
expect an inferior job delivered on time – you get what you pay for
Scope (Work to be done)

17. Project Life Cycle 5 process groups (things you do)
4 phases (Executing, Monitoring and Controlling happen at the same time)
Page 49

18. Initiating Phase Initiate the Project Identify the Project Manager
Develop the Project Charter
Identify the Stakeholders
Define Planning Phase
Sign off on the Project Charter

19. Planning Phase Develop a Project Plan (work plan)
Organize and staff the project
Sign off on the Project Plan
Project plan
finalize scope definition (project objective, requirements and specifications, objectives)
develop organizational Breakdown Structure – match project work activities and performing organization
project scheduling and cost estimating – dependencies, sequencing, project schedule, costs, budgeting, start dates, milestones,
other plans – risk, change control, issues resolution, quality assurance, hr plan, procurement plan, monitoring and reporting plan
organization transition plan – communication, change leadership plan

20. Executing, Monitoring and Controlling Phase
Execute the Project Plan
Manage the Project Plan
Implement the project’s results
Sign off on project’s completion
Execute
manage project scope
monitor and report project status
Manage
execute and refine management plans – risk, quality assurance, change control, issue resolution, organization and HR, procurement
activate project controls – scope, cost, schedule, quality
Implement
verify scope complete
execute organizational Transition plan
transition to operation

21. Closing Phase Document the Lessons Learned during the project
Post-implementation review
Provide performance feedback
Close-out contracts
Complete administrative close-out
Final project report

22. Discussion
Discuss the rationale for the Phases of a Project and the consequence of rushing into the Planning phase too soon
Start well with approval to proceed

23. Unit 1 Review What is Project Management? Key Functional Areas
Project life cycle

24. Unit 2: Initiating (Definition)
This unit will cover:
How Projects are selected
How Projects are defined and approved
How to identify and manage Stakeholders

25. How Projects are selected

26. Business Case: Feasibility Study:
Reasons why the project is undertaken
Options that were considered
Benefits that are hoped to be realized
High-level risks
High-level costs & schedule
Cost/benefit analysis
Feasibility Study:
A general estimate used to determine whether a particular project should be pursued
Align project with Business
Many templates – include one???
Should be more than one benefit – what happens if don’t realize that benefit? Project a bust – should have more than one benefit so that if one falls through other benefits make it worth while
Everything at a high level
Page 70

27. Business Goals & Objectives
The Project Manager must understand:
Goals (the need for the project and the measurable benefits)
Scope
Time to complete
Estimates of timeline, resource requirements and costs
This must be done up front
Projects must provide some benefit for someone – else why do it? Spell out how the project will benefit each stakeholder
Goals should include measurable success criteria – time, costs and resources
Get consensus with team before moving on
Page 70

28. SMART objectives S – Specific M – Measurable A – Agreed upon
R – Realistic
T – Time-bound
Chapter 7 page 69

29. Activity Using the Case Study: Define a Service that you will showcase
Create a SMART Project Objective for the project
S – Specific
M – Measurable
A – Agreed upon
R – Realistic
T – Time-bound
Create a project objective for Case Study in one or two sentences (Have other team do the SMART test)

30. Project Charter Purpose statement (Project Objectives)
Scope statement (In/Out)
Project approval requirements
Benefits and risks
High-level cost and schedule estimates
Sign-off (approval to move to planning)
Project charter critical document between project manage and customer and/or sponsor.
Authorizes the project to begin and set stage for all the planning that will follow.
Page 79

31. Statement of Work (SOW)
Purpose statement
Project scope
Project deliverables
Goals & objectives
High-level cost and schedule estimates
Stakeholders
Benefits and risks
Assumptions and constraints
User acceptance criteria
SOW lists and defines the goals, constraints, scope, communication guidelines and success criteria for a project. The initial SOW becomes a document subject to negotiation and modification by the stakeholders.
When approved it becomes the “official rules” for the project
Can be from 1-2 pages on a small project to 100 – page document of understands for a major technical undertaking
Purpose – why are we doing this project?
Scope – that the project will and won’t do. Project priorities
Deliverables – what the project is supposed to produce. Include intermediate deliverables too – can include Project management deliverables like status reports, change requests and other reports.
Goals & Objectives – criteria for success. Measurable
Cost and schedule estimates – rough but researched
Stakeholders – who are they and their interests or ‘stake’ in the project
Chain of command – who report to whom on the project. Project org chart. Responsibility matrix outlining roles and responsibilities
Benefits and risks – high level
Assumptions & constraints –
Communication plan – basic reports that will be produced, meetings – frequency, membership

32. Discussion
What is the rationale for getting Approval or sign-off on the project and what are the consequences of not getting approval to proceed?
Page 81

33. Estimating costs

34. Activity Create a Project Charter for the case study Scope (in/out)
Project Deliverables
Success Criteria
Assumptions and Constraints
High-level Cost and Schedule and Risks
Determine who would sign-off
Charter using Project Charter template

35. Stakeholder Management
PMI defines Stakeholders as: “An individual, group or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity or outcome of the project”.
Who is a Stakeholder
Stakeholder is someone who has a vested interest in the success of a project. The pmi defines stakeholder as 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
Chapter 6 page 57

36. Stakeholder Management
Step 1) Identify Stakeholders
Step 2) Determine Key Stakeholders
Step 3) Determine how to Communicate (and manage conflicts) with Stakeholders
How to manage Stakeholders
Page 58

37. Project Sponsor Shares responsibility for project success
Has authority to make decisions and may provide funding
Overcomes political and organizational obstacles
Page 61
Holds the ultimate authority, responsibility and accountability for the success of the project
Resolves cross-functional organizational issues
Promotes innovation to achieve project goals
Provides guidance, support and direction to the project
Signs project charter and business case
Signs project plan and statement of work
Certifies quality of the implementation
Contributes to and approves the responsibility matrix
Assists in developing project policies and procedures
Approves project deliverable
Approves changes to project scope and provide additional funds for those changes as required
Monitors the progress of te project, the project budget and schedule
Works with the steering committee
Makes business decisions for the project
Provides user resources to the project as needed
Shields the project from corporate politics
Works to resolve conflicts
Sponsor provide authority for the project to proceed;
guides and monitors the project together with the project manager;
key organizationla advocate for the project
typically approves the project charter

38. The Customer/User Uses the product or services
May be internal or external
Provides requirements
May have multiple categories or roles
Page 61
Customer may be internal or external
individual or organization that will use the project created by the project.
establishes the requirements
provides funding
review project milestones and deliverables
ultimately accepts the product

39. Steering Committee Group of stakeholders who approve and agree on:
Project scope
Schedule
Budgets
Plans
Changes
Page 63
Aka review and approval team or project governance board
Usually comprised of key customer representatives and functional managers and executives from organization
Limit size to those who really do need to approve project documents
May need to have an approval process
Advise on business architecture
Monitors the project and maintains priority relative to other projects
Settles priorities between related/competing projects
Provides organizational support
Provides timely decisions
Resolves major issues of significant risk to the enterprise
Deals with issues and change requests that impact the organization
Executes changes in budget and/or schedule
Provides feedback to the project sponsor and the project managers

40. Working Committee
Line managers who are responsible for delivering business results once the project is completed
Page 64
Business must “own” the project
Representation from all areas of the business that is impacted

41. Functional Managers May manage or supply people that work on the team
Need to be communicated with
Need their commitment to the project
Page 64
AKA line managers
Functional Managers
establish company policy
provide people
sometime provide review and approval authority

42. Input from Stakeholders
Need input from Key Stakeholders throughout the project life cycle

43. Activity Identify Stakeholders from the Case Study
Determine who are the Key Stakeholders
Define the Key Stakeholders’ responsibilities/goals/concerns/success criteria
Identify as many Stakeholders as possible and then have participants identify the Key Stakeholder – ones with High Influence and will be directly Impacted by the Project

44. Discussion
Discuss the importance of knowing who the Key Stakeholders are and the consequence of not communicating with them effectively
Cannot achieve project success = Satisfied Stakeholders

45. What is the role of the Project Manager?
Ultimately responsible for project success
Plans the project
Maintains focus on the project’s objective
Leads and manages the Project Team
Plan & Act
establish objectives
breaking work into well-defined tasks
charting sequence of tasks
scheduling,
budgeting
coordinating a team
reporting
communicating
Project’s end – success criteria, getting it done
Leader
honest, competent and inspirational. Motivate, delegate, mentor and coach
Manager
administrative skills
Attitude is most important!!!

46. Discussion
What characteristics/skills/competencies are required to be a good Project Manager?
Skills/Competencies/characteristics?

47. Seven Traits of Good Project Managers
Trait 1: Enthusiasm for the project
Trait 2: Ability to manage change effectively
Trait 3: A tolerant attitude toward ambiguity
Trait 4: Team building and negotiating skills
Trait 5: A customer-first orientation
Trait 6: Adherence to the priorities of business
Trait 7: Knowledge of the industry or technology
Ambiguity
other bosses for team members
varying levels of job levels
customers on the team
Chapter 2 page 15

48. Project Leadership Gain consensus on Project Outcomes
Build the best team you can
Develop a plan and keep it up to date
Remember that people count
Gain the support of Management and Key Stakeholders
Keep others informed of what you are doing

49. Discussion
What can the Project Manager do to gain consensus and buy-in on project objectives?
How can you build synergy on the project team? (What is your team is a virtual team?)
Skills/Competencies/characteristics?

50. Establish Ground Rules for a Project Team
Activity
Establish Ground Rules for a Project Team
(Brainstorm Ground Rules that would be appropriate for this 3-Day Project Management Course)
Have you been on a project that failed?
Identify some of the reasons

51. Unit 2 Review
Project definition
Business case
Project Charter
Stakeholder identification
Project Leadership

52. Unit 3: Planning This unit will cover planning: Scope (WBS)
Schedule (Network Diagram)
Cost (Project Budget)
Responsibility Allocation (RAM)

53. Project Planning Scope (Work Breakdown Structure)
Schedule (Network Diagram)
Cost (Budget) 2 3
Time
Cost
Part 3 page 103
Planning involves defining the Scope/the Schedule and then the Budget
Scope 1

54. Work Breakdown Structure (WBS)
The WBS is defined by PMI as, "a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project….”
Chaper 9 Page 104-
WBS – hierarchical chart
Will use it to schedule and cost from
Work package – lowest level of project activities – has time and cost associated with it. Have a unique deliverable associated with it

55. The Work Breakdown Structure (WBS)
Breaks the large project into manageable units
Defines the total scope of the project
Starts with the deliverables
Shows work packages (tasks or activities)
Allows you to organize work to then be scheduled
Allows you to be able to assign work to team members and identify resources needed
Communicates all the work that needs to be done
What WBS does

56. To create a WBS
Break work into independent work packages that can be sequenced, assigned, scheduled and monitored
Define the work package at the appropriate level of detail
Integrate the work packages into a total system
Present in a format easily communicated to people
Verify that the work packages will meet the goals and objectives of the project
How to create a WBS

57. Work Packages Way of managing the project by breaking it down
Help determine skills required and amount of resources needed
Communicate work that needs to be done
Work sequences are identified and understood
Page 110
How do you eat an elephant? One bite at a time
8/80 rule
if less than one day (8 hours) should be combined with other task
if more than 2 weeks (80 hours) should be broken down into smaller activities

58. Activity Create a WBS (Work Breakdown Structure)
List all work packages required for the Case Study on yellow sticky notes
(Start with Deliverables)
Use Yellow Sticky notes – Start with Deliverables

59. Discussion
Discuss the importance of defining the “what” we will do in the WBS before moving to the “how” in building the schedule?
Must define the What first or you will miss things if you jump to a PM tool (Microsoft Project) first

60. Dilbert’s Scheduling

61. WBS and Network Diagram
WBS: what needs to be done
Network Diagram: how the work will be done (the workflow)
Page 116
What then How

62. Scheduling Establish scheduling assumptions
Estimate the resources, effort and duration
Effort – time that it takes to work on the activity
Duration – the time to complete the activity
Determine calendar dates for activities
Adjust individual resource assignments
Chart final schedule
Chapter 10
Scheduling assumptions
Fixed resources?
What is a work day?
What is the delivery date? Is it fixed?
Are resources trained and available?
Effort and duration – explain the difference
Effort driven – the amount of work stays the same, adding more resources will shorten the duration
Fixed duration – doesn’t matter how many people you add to the task, it will still take the same amount of time – ex how long it takes for paint to dry

63. Estimating Time
Have the people who are doing the work provide the estimates
Get an expert’s estimate
Find a similar task
Look for relationship between activity and time (parametric estimate)
Educated guess
Page 119
Just a guess but instead of a WAG (wild ass guess) use the following
Parametric estimate – so much time per lines of code. How long to paint – how long to paint 100 sq ft? then extrapolate
Who to ask:
experienced team members
outside vendors and service agencies
other PM or experts
management or other project staekholders

64. PERT Estimating PERT = [O + 4(ML) +P] / 6
PERT – Program Evaluation Review Technique
(Uses 3 time estimates to determine most probable)
Optimistic estimate (O)
Most likely (ML)
Pessimistic estimate (P)
PERT = [O + 4(ML) +P] / 6
Compromise between best and worst case
Statistical Logic – weighting most likely
Can discuss Standard Deviation Levels and Confidence Levels

65. Contingency Padding Estimates = Poor Estimates
Add contingency as an activity
(Contingency is typically 10-15% of the base budget)
Typically 10% and then a 10% Management amount if we use up the 10% contingency
PM – controls Contingency
Mgmt – controls Mgmt

66. Activity
List all Activities on Network Diagram Sticky Notes and determine their Duration
(Start with Work Packages)
List all Activates related to the Work Packages and guess duration but do one PERT calculation

67. Network Diagrams
Logical representations of scheduled project activities
Define the sequence of work in a project
Drawn from left to right
Reflect the chronological order of the activities
Shows sequences and relationships between activities
Vehicle for scheduling

68. Precedence Precedence defines the sequencing order
How work elements are related to one another in the plan
Many activities can be done in parallel or at the same time (if resources are available)
If one activity must be completed before the next activity can be started, the first one has precedence over the second

69. How to create a Network Diagram:
Create an Activity for each task
Lines connect activities to one another
Activities are laid out horizontal from left to right
Parallel activities are in the same column
Precedence is shown by drawing lines from activity to activity
One activity may depend on the completion of multiple other activities
How to

70. Sample Network Diagram
Shows sequences and relationships between activities
Vehicle for scheduling

71. Lead and Lag
Lead – amount of time that precedes the start of work on another activity
Lag – amount of time after one activity is started or finished before the next activity can be started or finished
Lead time – painting first coat and second coat. There must be 4 hours before the second coat can be started.
Lag – the primer can be started before the final colors are finalized (just need to know the type of paint to use). However they both must be finished before the start of the first coat

72. Critical Path
The longest path (the sequence of tasks that forms the longest duration)
The shortest time that you can complete your project
Float
Amount of time that an activity may be delayed from its earliest possible start date without delaying the project finish date
Latest possible finish date – earliest possible start – duration = total float
Page 134
Critical path Least amount of flexibility – delaying an activity on the critical path delays the whole project
Note: not most important path – just the one constrained by time
Float aka slack
If float = 0 it is on the critical path
Walk through an example of determining float and critical path

73. Gantt Chart
Page 125
Gantt Chart sample

74. Normalizing the Schedule
Assign people to the schedule
Start with the critical path first
Non-critical tasks second
Page 139
Know availability of resources
Assign best suited person to the task
Use effectively as possible so smallest gap in working schedules
Iterate until balanced

75. Loading and Leveling
Resource Load – the amount of work that is assigned to a resource
Resource Leveling – redistribution to even out the distribution of work across all resources
Page 140
Some resources may be over allocated – given too much work than they can accomplish in a given period of time
Leveling can move some of the work from over allocated resources to under utilized resources.
Use a histogram to show usage of resources

76. Scheduling Tips Ensure that learning time is identified
Ensure that administration time is included
Be aware that resources seldom work 100% of the time on one project
Page 143
Sometimes a SCHMO is more expensive than a SME

77. Activity Create a Network Diagram for the Case Study
Order all Activities on Network Diagram (relationships and dependencies)
Do a forward pass to determine the project length
(Input + Duration = Output)
Mark the Critical Path in red
Create a Network Diagram - Google some samples to show

78. Discussion
Discuss the importance of knowing the critical path and how that helps the project manager make decisions
Page
Why you need to know Critical Path
To assign resources – take off non-critical activities at times
If you need to shorten project – take out of CP

79. Budgeting
Budget = People + Resources + Time

80. Classic Budgeting Mistakes
Giving a number too soon
Before WBS
Not considering risk
Not evaluating experience and skill of resources
Budgeting mistakes
giving an off-the-cuff estimate that becomes the budget
budgeting before WBS is done – don’t know the amount of work
not including risks in budget
Pressured into giving a number. Becomes gospel without any planning. Better response “I wouldn’t want to give you an inaccurate number, so I don’t want to offer a guess right now, But I’m currently working on it. How soon do you need it.
Poorly defined project, may be overly optimistic in what you can accomplish.
Contingency and mitigation activities not accounted for
Training, time etc not accounted for.

81. Budgeting Levels Rough Order of Magnitude Definitive Estimate Page 149
Ballpark – used in project definition phase
Rough order of magnitude – parametric estimates – like another project
Detailed estimate – bottom-up estimate – take all the details and add them up

82. Direct & Indirect Costs
Direct costs (Directly attributed to the project)
Labor
Supplies & raw materials
Equipment
Travel
Legal Fees
Training
Marketing/advertising
Direct costs
labor
supply and materials
equipment
travel
legal fees
training
marketing/advertising
Indirect costs
facilities
management and administrative overhead

83. Indirect Costs Indirect costs (Shared amongst other projects)
Facilities
Site-specific requirements
Management & administrative overhead
Direct costs
labor
supply and materials
equipment
travel
legal fees
training
marketing/advertising
Indirect costs
facilities
management and administrative overhead

84. Types of Budgeting Bottom-Up Top-Down Phased
Bottom-up – use the tasks and then roll them up
Top-Down – general expectations of how much it will cost. Harder to do. Senior managers estimate how much at the summary level to budget from
Phased – use bottom-up or Top-down to estimate each phase at a time

85. Don’t pad but manage the contingency
Contingency Reserve
10-15% of budget is normal
Don’t pad but manage the contingency
PMI Library article “Change Budget- One Key to Never Padding Estimates Again” by Neal S. Gray, Keane Inc.
Can use PERT estimates to be better at estimating
Sometimes easier to get money up front than to keep coming back because of bad estimates.
Refer to PMI Library article “Change Budget- One Key to Never Padding Estimates Again” by Neal S. Gray, Keane Inc.

86. Activity Create a Budget for the Case Study
Direct and Indirect costs
(Materials, Supplies, Labour costs, Marketing, Printing etc.)
Start with Costs add resources (if contracted)

87. Getting the Project Plan Approved
Review the plan with key stakeholders
Project Plan must be approved
Must get Sign-off to get from Plan to Action
Page 197

88. Risk Management
Project risk is defined by PMI as, "an uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives."
Chapter 8 page 88
Risk can be positive (opportunity) or negative (threat)

89. Risk Management Step 1) Identify Risks
Step 2) Prioritize Risks (Qualitative Analysis)
Step 3) Develop Risk Management Strategies
Page 92
How to manage risk

90. Risk Categories Funding Time Staffing Customer relations
Project size and/or complexity
Overall structure
Organizational resistance
External factors
Page 91
Categories of risk – can be used to brainstorm risks

91. Risk Analysis Qualitative Analysis = Probability x Impact
Probability (Likelihood)
Impact (Consequence)
Qualitative Analysis PxI

92. Risk Response Plans (Strategies)
Threats:
Avoid
Mitigate
Transfer
Accept
Opportunities:
Exploit
Share
Enhance
Accept
When you have time, you have options – 4 potential Risk Strategies or Plans

93. Risk Track and Control Risk Register Review and update regularly
Assign ownership to risk
Risk Register Template

94. Activity Identify 10 Risks for Case Study Project
7 threats/3 opportunities
2) Rank the Risks (PxI)
3) Develop Risk Response Strategies
3 threats and 3 opportunities
(for highest ranked risks from PxI)
Use Risk Register Template for 10 Risks

95. Discussion
Discuss the value of Risk Management and the consequence of not identifying risks
Exponentially more expensive to deal with Risk when they happen than to plan ahead

96. Project Team Need to let the team members know:
The reason they are on the team, and what they have to offer
Their Roles and Responsibilities
Standards that they will be held accountable to
Chapter 13

97. Responsibility Assignment Matrix
Activity PS PM BA
Tech
Test
User
SOW A R S I
Scope Doc C
Design Doc
Test Plan
Training Plan
RASIC Chart
R – Responsible
A – Approves
S – Supports
I – Inform
C – Consult
Page 234
Special type of Responsibility good for decision making or specific deliverables

98. Building a team What kinds of experience do you need?
What kind of competency do they have?
What is their availability?
Do they have a personal interest in the outcome of the project?
Will they work well in a team environment?
Choosing the core team could be the single most important decision you make as a project manager
Match skills to WBS

99. Staffing Alternatives
Use your own staff & people from your department
Staff from other departments
Contract with consultants, outside agencies, or temporary agencies
Hire and train new staff
Own staff
easiest
already busy
manage conflicts in priorities between project and other work
Other department
better access to expertise
hard to get the resources
manage conflicts
Contractors
expensive
more flexibility
no cultural experience (can be good and bad)
Hiring
if long project and need the people after for support this is a good alternative
takes time to hire and then train

100. Dealing with Staffing Challenges
Do the best you can with the people you have, and document problems and results.
If they do not have enough skills, and training takes too long, consider contracting.
Compromise and negotiate for the team members you really need.
Page 174

101. Activity
Using the Case Study, create a RAM (Responsibility Assignment Matrix) using any legend you wish (e.g. RACI, RASCI, RASIC, PBRIS)
Deliverable
Person/Role
Activity 1 R A C
Activity 2 I
Sample RASIC Page 163
Sample RACI chart page 341

102. Unit 3 Review WBS Network Diagrams Scheduling Budgeting Risk RAM
Sign off on Project Plan

103. Unit 4: Execution In this unit, you will learn: Operating Guidelines
Communication

104. Operating Guidelines Reporting Project Status Change Management
Decision making
Managing the team
Chapter 18

105. Plan-Do-Check-Act Cycle
Page 230
W. Edward Deming – total quality movement of 1980s
Plan – Planning
Do – executing
Check & Act – controlling process

106. Discussion
Discuss how the role of the Project Manager changes in the Execution phase?
In Execution the PM is managing the team

107. Communication
Chapter 19

108. Communication Plan Who? Right point of contact
What? Information to be communicated
How? Method of communication (Format)
How Often? Frequency of communication
Timing
too soon may not know all the answers – too late and it may seem like you are seemly railroading ahead without getting their approval.
Feedback loops
phone call
water cooler chat
rumors

109. Sample Communication Plan
Develop a communication plan from the case study
Stakeholder
Information Required
From Whom (Sender)
Schedule of Delivery
Means of Delivery
Format
Start Date
End Date
Comments
This person or group
needs this information
from this person or group
on this schedule
delivered by
in this format
starting this date
and ending this date
Enter additional information here
Project Sponsor
Status Report
Project Manager
Bi-weekly
Report
Jan. 15
June 31
Summary of accomplishments for this period, plans for next period, issues barriers, overall project status
Page 243

110. Adapt your communication style based on:
Macro and Micro Barriers
Geography, language, culture
Attitudes
Jargon and Acronyms
Stakeholder preferences
Page 244
Adapt or tailor your communication style

111. Effective Messages Draft the message and edit
Consider audience’s expectations, actions required, and your expectations after the message is delivered
Justify the choice of delivery method
Identify the issue, context or opportunity of interest first
Make required actions clear and specific
Be concise
Page 253
How to communicate effectively

112. Activity Create a Communication Plan for the Case Study From To
Choose 4 Stakeholders (from Stakeholder Identification Activity)
What do they need to know (Nature of Communication)
How will you will communicate with them (Method)
How often you will need to communicate with them (Frequency)
Choose stakeholders with different impact and influence and decide how you will communicate with them
From To
Nature of
Communication
Method
Frequency

113. Discussion
What is the value of a Communication Plan and what are the consequences of not communicating effectively with Stakeholders?
Exponentially more expensive to find out about a Stakeholder in the implementation phase

114. Unit 4 Review
Operating Guidelines
PDCA
Communication

115. Unit 5: Monitoring and Controlling
In this unit, you will learn:
What to Monitor and Control
Earned Value
Change Management
Quality

116. Monitoring and Controlling

117. Discussion What does it mean to Monitor and Control the project?
Monitor is verifying things go according to plan and Controlling is taking action to correct things

118. What to Monitor? Completion of work packages compared to plan
Scope of work
Quality of work
Costs and expenditures
Attitudes and cohesiveness of team
Page 261
Project scorecard (green, yellow, red)
cost
schedule
quality
best practices
functional issues
communication
risk

119. Purpose of Monitoring
Communicate project status and changes to Project Team
Manage expectations of Stakeholders
Provide justification for project adjustments
Document current project plans compared to original
Page 264

120. Monitoring Project Performance
Time $ EV PV
Actual cost
BAC
Page 265
Project review meeting
with team – resolve issues, discuss status, etc
Used to Report Status

121. Earned Value EV= Earned Value (Value of work completed)
PV= Planned Value (Value of work as planned)
AC= Actual Costs (Costs billed to the project)
Reporting on Variances:
Schedule Variance (SV=EV-PV)
Schedule Performance Index (SPI=EV/PV)
Cost Variance (CV=EV-AC)
Cost Performance Index (CPI=EV/AC)
Page 265
Measures project progress
Forecasting its completion date and final cost
Providing schedule and budget variances along the way
As project activities are completed they will “earn value”
SV – compare amount of work performed to the work scheduled
if negative – project is behind
if positive – project is ahead
CV – compare the budgeted cost of work performed with the actual cost
if negative the project is over budget
if positive the project is under budget

122. Reporting Cost and Time
Progress
Status
Forecast

124. Using a Gantt chart to report progress

126. Controlling Use the project plan as a guide
Monitor and update plan regularly
Adapt project schedule, budget and work plan as needed
Document progress and changes, communicate them to the team
Communicate actions taken to Key Stakeholders
Page 268
What controlling is

127. Techniques to compress the schedule: Crashing
How to Control?
Techniques to compress the schedule:
Crashing
Focused on critical path
Generate multiple alternatives
Add additional resources to the project
Fast tracking
Overlap sequential activities
Project scorecard (green, yellow, red)
cost
schedule
quality
best practices
functional issues
communication
risk
Indicate that you may need to take action 0 Fast Track or Crash the project

128. How will the Case Study project be monitored?
Activity
How will the Case Study project be monitored?
What will be reviewed and how often?
Examples of what we would be Monitoring?

129. Change Management Plan
The only way to maintain and manage scope!
Roles involved in managing change
Change Authority (Sponsor, Change Control Board, PM)
Process flow diagram for change management
All changes are documented and communicated (both approved and rejected changes)
Control documents
Change Control Log
Issues Log
Chapter 22

130. Sample Change Control ProcessNo
Impact
plan or
risk?
Good
idea?
Define
impact
Yes
Yes
Change? No
Prepare
change order
Page 286
Walk through example
Change
approved?
To issues
list No
Yes
Amend
plan
Make the
change
3-20

131. Sample Change Control Log
Basic Change Control log example
Sample Change Request on Page 289
3-21

132. How to respond to Approved Change
Update the original baseline for approved Project Scope changes to continue to report Project Status (Scope/Time/Cost)
Update the original plan to reflect the approved change
Communicate the change to all Stakeholders to manage stakeholder expectations (no surprises)
Page 294
After Change is Approved
3-22

133. Activity
A change is requested by the Project Sponsor. What is the impact of delivering the event 2 weeks sooner to coincide with another similar event?
In your groups, perform a Change Impact Assessment in the Change Request Form
(Tip: Consider the impact of making the change in terms of time/cost/scope and the impact of not making the change as well as any additional risks)
Exercise to do an impact assessment on a Change Request
How much will it cost to shorten schedule by 2 weeks?
Will anything be taken out of scope or are you able to accomplish all the original scope with additional costs?
What new risks are there?

134. Quality Management
Project quality is defined by PMI as the “degree to which a set of inherent characteristics (of the finished product) fulfills requirements."
Chapter 23
Page 300
Difference between Grade and Quality

135. Quality Quality Planning Development of criteria or metrics
Quality Control:
Measuring results
Quality Assurance:
Assuring conformance to requirements
Page 302
3 key parts of building quality into the project
Google Duran Crosby Deming (gurus)
3-22

136. Discussion
What activities would you do on the Case Study Project to verify and validate Quality?
Perhaps testing inspecting verifying etc.

137. Unit 5 Review What to Monitor How to Control Earned Value Analysis
Change Management
Managing Stakeholder Expectations
Quality

138. Unit 6: Closing This unit will cover: Closing the project
Lessons learned
Post-Implementation Review
Final Report

139. Closing
Chapter 24

140. Closing the Project Final approval from stakeholders
Finalize contractual commitments
Transfer responsibilities to others
Reassign people in the project
Release non-human resources
Complete final accounting
Document results and recommendations for the future
Page 313
Activities done in closing phase

141. Post-Implementation Review
Meeting with Project Team and Sponsor
(After celebration but before forgotten)
Did the Project accomplish the Objective as stated in the Charter?
Page 319
After the project sometimes 3 months or 1 month post-project

142. Activity How would the Case Study project be closed out?
What type of post-implementation review would you do and when?
Verifying
Launching new service
Measuring whether objective was achieved

143. Discussion Celebrate the success of the Project
Why is celebrating success and acknowledging people’s performance on the Project so important?
Important to recognize the work – only successful because of team’s efforts
Leave an imprint as a PM

144. Final Report Overview of project Major accomplishments
Achievements compared to Business Case objectives
Final Financial accounting
Analysis of Quality against expectations/requirements
Evaluation of administration and management performance
Team’s Performance/Special acknowledgments
Changes (approved and impact of changes)
Issues or tasks of further investigation
Recommendations for future projects
Post-implementation date
Page 325
Final Report to Key Stakeholders

145. Lessons Learned Focus areas
Project Management, Communications, Schedule & Budget, Training, Quality, Issues, Human Resources, Administration
What went well?
What didn’t?
What should be improved?
How?
Anything else?
Page 315 Sample Lessons Learned

146. Discussion Why document Lessons Learned on the project?
Adds to the Intellectual Capital of the organization - don’t make the same mistakes

147. Activity
In your teams, conduct a Lessons Learned based on your team performance over the past 3 days:
What did you do well in your teams?
What could you have done better?
What advice would you give to a team about to embark on a similar project (planning an event)?
Do a Lessons Learned in teams

148. Common Problems on Projects
Start date moves but end date doesn’t
Not enough time
Changes, changes, changes
Key person quits or is unavailable
Team has more enthusiasm than talent
People are always 90% done
Politics
7 things that often happen on projects

149. Activity Put Learning into Action:
Each team identifies Strategies (to address the reasons that projects fail)
Assign one or two problems per team and let them come up with strategies that they have learned in this course

150. Unit 6 Review Final Report Administrative Details Lessons Learned
Celebrating Project Success

151. Review of 3 Days Section 1: Introduction
Section 2: Initiating (Definition)
Section 3: Planning
Section 4: Executing
Section 5: Monitoring & Controlling
Section 6: Closing

152. Activity Personal Action Plan
What 3 things do you commit to putting into practice back on the job?
Their key takeaways from 3 days

153. Thank you for attending Project Management Principles and Practices…
Slides:
Evaluations
Would you please provide feedback as to the content of this course and any other suggestions you may have.
Thank you again. Evaluations