1. Project Management Process Project Description Team Mission/ Assignment Major Milestones Boundaries Team Identification Measures of Success Roles & Responsibilities Operating Guidelines Work Breakdown Structure (WBS) / Master Deliverables List (MDL) Task Planning & Scheduling Budget Risk Planning Communication Plan Change Management Plan Quality (QA/QC) Plan Transition & Closure Plan Project Team Commitment Management Endorsement Implement Transition Plan Review Lessons Learned Reward & Recognize Archive Continuous Communication Managing Scope, Schedule & Budget Manage Risks Manage Change Communicate Progress Issues Lessons Learned Initiate & Align Endorse the Plan Work the Plan Transition & Closure Plan the Work

2. WORK THE PLAN Manage the Scope, Schedule, & Budget Manage Risks Manage Change Communicate: Progress Issues Lessons Learned Initiate & Align Endorse the Plan Work the Plan Transition & Closure Plan the Work

3. Plan the Work 10% + 90 % + Work the Plan TIME LEVEL OF EFFORT Initiate & Align Plan the Work Endorse Close Work the Plan WORK THE PLAN

4. Working the Plan is… Actively managing those planned elements, including scope, schedule, & budget SCOPE BUDGET SCHEDULE Q PROJECT RISK

5. WORK THE PLAN Working the Plan is… Actively monitoring and managing identified risks and change…

6. WORK THE PLAN Working the Plan is… …and responding proactively instead of reactively to potential changes and risk

7. WORK THE PLAN Working the Plan is… Communicating project progress, project issues, and lessons learned

8. WORK THE PLAN Working the Plan is… Effectively communicating & building on relationships within the team, customers, & sponsors

9. WORK THE PLAN Managing Scope, Schedule, & Budget Endorsed Project Management Plan Project WBS Project Schedule Project Budget Project Aging  PDIS & PDIS Reports  Project Control & Reporting Guide  Earned Value Management Current Project Management Plan Management Reports Recovery Plans INPUT TOOLS PRODUCTS

10. WORK THE PLAN Managing Scope, Schedule, & Budget Project includes all work required and quality is consistent with the expectations (Scope) Timely completion of the project (Schedule) The project is completed within the approved budget (Budget)

11. WORK THE PLAN Project Performance Baseline Project Work Breakdown Structure (WBS) Project Baseline Schedule Project Budget Serves three critical functions in managing the project S $

12. WORK THE PLAN Project Performance Baseline Critical Functions “Score-keeping” It provides the target metrics and measures that we use to gauge actual performance against the plan

13. WORK THE PLAN Project Performance Baseline Critical Functions “Attention-directing” It provides the basis for identifying and understanding the potential impact of performance problems

14. WORK THE PLAN Project Performance Baseline Critical Functions “Problem-solving” It provides the background and basis for “testing” solutions to performance problems

15. WORK THE PLAN Project Scope Management Scope Change Control Identifies when a change has occurred Manages change when and if it occurs Influence those factors that create change Ensure they are beneficial and endorsed

16. WORK THE PLAN Project Schedule Management Schedule Change Control Identifies schedule changes Analyze planned vs. actual and manage the required schedule adjustments Influence those factors that create change Ensure they are beneficial and endorsed

17. WORK THE PLAN Project Schedule Management A project schedule that is not kept current is likely to be more “dangerous” than having no schedule at all. A non-current schedule can easily deceive you into thinking the project is at a certain point of evolution when in reality it is not.

18. WORK THE PLAN Project Budget Management Budget Change Control Identify cost baseline changes Analyze planned vs. actual and manage the required budget adjustments Influence the factors that create budget changes

19. WORK THE PLAN Project Budget Management Budget Change Control (cont.) Prevent incorrect, inappropriate, or unauthorized changes from being included in the cost baseline Ensure cost baseline changes are agreed upon and endorsed

20. WORK THE PLAN Managing Scope, Schedule, & Budget A cardinal rule in project management is that, whenever scope, schedule, or assigned project resources change – a corresponding budget review / change is mandatory. The application of this rule often requires involvement and assistance from others who will be expected to endorse the resulting updated plan.

21. WORK THE PLAN Earned Value Management (EVM) What is Earned Value Management? A method of integrating scope, schedule, and resources for measuring project performance PMBOK Guide 2000

22. WORK THE PLAN Earned Value Management (EVM) What is Earned Value Management? It compares the amount of work that was actually earned with what was planned and what was actually spent to determine if schedule and cost performance are as planned PMBOK Guide 2000

23. WORK THE PLAN Earned Value Management (EVM) What is needed for EVM? A baseline plan A project budget A project end date

24. WORK THE PLAN Earned Value Management (EVM) What is needed for EVM? Tasks are identified & scheduled Each task has a budget or effort (resource loaded/weighted) Actuals tracked

25. WORK THE PLAN EVM Definitions What are the budgeted costs of the work scheduled? Time phased based on baseline budget Only changes when baseline is changed (endorsement) Also referred as “BCWS” Planned Value (PV)

26. WORK THE PLAN EVM Definitions What are the actual costs of the work performed? Based on the actual completion of work packages Actual costs for reported work Also referred as “ACWP” Actual Costs (AC)

27. WORK THE PLAN EVM Definitions What are the budgeted costs of the work performed? Based on the actual completion of work packages Baseline value of the reported work Also referred as “BCWP” Earned Value (EV)

28. WORK THE PLAN EVM Formulas Cost Variance (CV) CV = EV – AC If CV value is positive, the project is currently under budget If CV value is negative, the project is currently over budget

29. WORK THE PLAN EVM Formulas Schedule Variance (SV) SV = EV – PV If SV value is positive, the project is ahead of schedule If SV value is negative, the project is behind schedule

30. WORK THE PLAN EVM Formulas Cost Performance Index (CPI) CPI = EV / AC If CV value is > 1.0, the project is currently at/under budget If CV value is < 1.0, the project is currently over budget

31. WORK THE PLAN EVM Formulas Schedule Performance Index (SPI) SPI = EV / PV If SPI value is > 1.0, the project is at/ahead of schedule If SV value is <1.0, the project is behind schedule

32. WORK THE PLAN EVM Formulas Cost Variance % (CV%) CV% = CV / EV If CV value is positive, the project is under budget by % If CV value is negative, the project is over budget by %

33. WORK THE PLAN EVM Formulas Schedule Variance % (SV%) SV% = SV / PV If SV value is positive, the project is ahead of schedule by % If SV value is negative, the project is behind schedule by %

34. WORK THE PLAN EVM Formulas Estimate at Completion (EAC) EAC = AC + ETC This method is used when replanning and endorsement is required. ETC is the Estimate to Complete for the work to be completed.

35. WORK THE PLAN EVM Formulas Estimate at Completion (EAC) EAC = AC + BAC – EV This method is used when variances are viewed as atypical of future performance. (i.e. equipment breakdown causing delay)

36. WORK THE PLAN EVM Formulas Estimate at Completion (EAC) EAC = BAC / CPI This method is used when variances are viewed as typical of future performance.

37. WORK THE PLAN Manage Risks Risk Management is an integral component of day-to-day management of the project Project teams implement and continuously update the Project Risk Management Plan throughout the life of the project

38. WORK THE PLAN Manage Risks Primary Risk Management Functions: Monitoring identified risk events Identifying new risk events Evaluating/revising probability & impact estimates

39. WORK THE PLAN Manage Risks Primary Risk Management Functions: Devising & implementing response plans Evaluate/document effectiveness of responses Reporting

40. WORK THE PLAN Manage Risks Endorsed Project Management Plan Risk Management Plan  WSDOT Cost Risk Estimating & Management (CREM)  Risk Register Progress Reports Response Strategies INPUTS TOOLS PRODUCTS

41. WORK THE PLAN Manage Risks Implement & Manage the Risk Management Plan Report Agenda Maintain

42. WORK THE PLAN Manage Risks Track and Monitor Potential Risk Events AssignReport Additional Analysis

43. WORK THE PLAN Manage Risks Identify and Evaluate New Risk Elements New Risk Identify triggers If… …then ATMAATMA Response strategy

44. WORK THE PLAN Manage Risks Implement Risk Management Plan when risk event occurs Review Implement Track Monitor Document

45. WORK THE PLAN Manage Risks Manage Risk Response Resources % complete = % risk

46. WORK THE PLAN Change Management Project teams implement the Change Management Plan (CMP) from the Project Management Plan (PMP) and actively identify and manage potential change issues.

47. WORK THE PLAN Change Management A CMP provides the framework for decision making when change occurs

48. WORK THE PLAN Change Management Endorsed Project Management Plan Change Management Plan Project Performance Baseline  PDIS & PDIS Reports  Project Control & Reporting Guide Management Reports Response Strategies INPUTS TOOLS PRODUCTS

49. WORK THE PLAN Change Management Review Project Change Management Plan Brief team members and other participants on process and procedures

50. WORK THE PLAN Change Management Identify and Manage Change Issues Identify and quantify the variance from the Project Performance Baseline

51. WORK THE PLAN Change Management Administer the Change Process Per the Project CMP, begin the process to address the change issue

52. WORK THE PLAN Change Management Develop Mitigation/Recovery Plans Per the Project CMP, develop plans to recover or mitigate the impacts of change

53. WORK THE PLAN Change Management Obtain Endorsement Project Management iterative process. Obtain endorsement for recovery/mitigation plan

54. WORK THE PLAN Change Management Update Project Performance Baseline After endorsement of the recovery/mitigation plan, update the project Performance Baseline to reflect the current endorsed plan.

55. WORK THE PLAN Change Management Communicate Per the Project Communication Plan, update project team on the changes made.

56. WORK THE PLAN Change Management Project Control Form WSDOT has adopted a standardized change management procedures for Highway Construction projects (CIPP) http://wwwi.wsdot.wa.gov/ProjectReporting/PCR_Proj_Mgmt.htm

57. WORK THE PLAN Communication & Team Building Customer Relationships Know and manage customer expectations Communicate progress Resolve conflict as necessary

58. WORK THE PLAN Communication & Team Building Communication Appropriate frequency and quality is essential for project delivery

59. WORK THE PLAN Communication & Team Building Team Building: Teams are dynamic Teams must be built Teams must be sustained

60. WORK THE PLAN Communication Project teams implement the Communication Plan from the Project Management Plan (PMP).

61. WORK THE PLAN Communication Endorsed Project Management Plan Communication Plan Project Performance Baseline  PDIS & PDIS Reports  Lessons Learned Website and Database Progress/Status Reports Quarterly Project Reports (QPR) Lessons Learned INPUTS TOOLS PRODUCTS

62. WORK THE PLAN Communication Implementing the Communication Plan

63. WORK THE PLAN Communication Progress Reporting

64. WORK THE PLAN Communication Issues & Issues Reporting

65. WORK THE PLAN Communication Lessons Learned http://wwwi.wsdot.wa.gov/IPD/WSDOT+Lessons+Learned.htm

66. WORK THE PLAN Communication – Lessons Learned

67. WORK THE PLAN Project Management On-Line Guide (PMOG)