Session GB704.62 Nov 18,
2010
Project Management Fundamentals
Project Components
Construct Project Teams
Understand the Problem
Identify People of the Problem
Identify the Needs of the Problem
Create the Project Requirements
Plan the Project Implementation and
AAR
Remember youre just getting a
broad overview of PM!
Parts of a Project
Liability
Issues
Deadlines
What is a project?
Funding
Staff
Ideas/
Plans
Materials
The
Project
Experts
Workspace
Equipment
Customer
Ethical
Concerns
Laws &
Regulations
Formality of Project
ManagementComplex Project
Small Project
Large,
High
High Risk
Risk or
Complexity
Low
High Risk
Increasing
Formality
Trivial Project
Low Risk
Small
Large Project
Low to Medium Risk
Size
Large
Class Discussion
Looking back on projects with which you
were associated, what were the top 3
factors that caused problems?
What created perception of success?
How could failures have been prevented?
Common Pitfalls
Unclear goals/objectives
Lack of senior management support
Lack of effective project integration poor
planning
Inadequate resources
Change in business priorities goals and
resources change
Original assumptions invalid unrealistic
goals
Ineffective team lack of commitment
Lack of effective communication processes
Interdepartmental conflicts
For the sake of our class discussion
today
Your institution has just been informed that
the producers of CSI Baltimore want your
to feature your organization as a crime
scene for their show airing March 15, 2011.
Our project today will be to develop a project
plan from concept through implementation
plan that will get your organization shown
for the guest appearance and make sure
that your organization is viewed positively
about it afterwards both internally and
externally.
Personal Skills Inventory
Physical
Technical
Mental
Intellectual
Social
Interpersonal
Work
Home
Hobby
Personal Skills Inventory
Physical
Technical
Mental
Intellectual
Social
Interpersonal
Work
Home
Hobby
Construct your personal skills inventory.
Consider those skills that would be most
useful for the problem.
Place your top 5 skills on a 4x6 card. Put
your name on the back of the card and
give me your card.
Fishbone Diagrams
Used to determine Cause and Effect of
problems/opportunities/directives
Often helps identify where the problem
can most easily be solved, the opportunity
may be seized, or the directive may be
complied with
Simple enough for everyone to use and
understand
Fishbone (Ishikawa) Diagram
Factor 4
Factor 2
Primary Cause
Secondary Cause
Main Problem
Primary Cause
Secondary Cause
Factor 3
Factor 1
Identify the Stakeholders
Who has an interest in the
outcome of this project?
Directly, indirectly,
managerially, legally, ethically?
What questions would you ask
to find out what they need from
this project for it to be a
success?
Open
Closed
Meta
What sources of funding are
there for the project?
Gather Information part 1
Domain research
Existing
documentation,
forms, files
Research & site
visits
Observation
Questionnaires
Interviews
Group work
sessions
Least intrusive
Least gained
Most intrusive
Most gained
Map of the Territory
Problem
Problem
Space
Needs
it
bil
cea
Tra
Features
Solution
Space
y
The
The
Product
or Service
To Be
Built
Built
Requirements
Specs andTest
Procedures
Design
User
Docs
Requirements Determination
This is hard and VERY IMPORTANT!
For each user need identified from your
interviews, create a requirement for
your solution.
Example:
Need: High employee engagement
Requirement: Participation of at least 100
employees
Positive feedback by the employee reporters
and PR department on the website and in
local press.
Project Requirements
Put all the requirements together. Make
sure they dont contradict each other.
Make sure theyre SMART
Specific
Measurable
Attainable
Realistic
Timely
Participation of 100 employees
80% participation director level employees = 25 people
Good ROI in terms of PR and/or compensation by CSI
Wow effect good press
Generate Potential
Solutions:
Brainstorming (Idea Generation)
Now that you understand and have documented the
project requirements, its time to generate some idea
solutions.
Rules:
Think about it for 3 minutes
Go around the circle and generate ideas to solve the problem
Have someone record the ideas
Dont evaluate the ideas, just write them down
Go for more & crazier ideas
Combine & improve on other ideas
Leader, make sure all ideas are okay and written down.
Determine feasibility of ideas
A ideas that are feasible in
terms of cost, time, people
skills, and risk
B ideas that need further
development
C ideas that are long-term
and cannot be considered
feasible at time
Defining this Project Success
Time
Scope
$
AKA Good/Fast/Cheap
Pick the most important one.
That pick defines the level of
the second one.
For the 3rd one, it is what it is.
Customer
Expectation
Business
Objective
Select an A idea by Consensus
(Consensus means
you keep talking
about it until
everyone can go
along with the idea,
even if its not his/her
favorite idea.)
Develop a Project Concept Plan
First Deliverable - estimates
List the major activities that
need to be accomplished in
order (8-12 steps)
For each step, list how long it
will take and how much it will
cost
Design a timeline and costline
for the project implementation.
Identify any additional skills
required that your team doesnt
have.
Timeline example
Tasks
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Task 8
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Costline example
Tasks
Week 1
Task 1
150
Task 2
2000
300
2300
Task 3
50
250
300
Task 4
Week 2
Week 3
Week 4
Week 5
Totals
150
35
Task 6
600
500
600
1135
300
Task 5
125
425
100
Task 7
700
300
700
2200
1185
900
1025
700
150
1150
650
Task 8
Totals
Week 6
650
800
6810
Present it!
Using your Flip Chart sheets, present
your Project Concept Plan to the
Group.
1. Problem Statement
2. Stakeholders
3. Requirements
4. Proposed Solution
5. Preliminary Timeline
6. Preliminary Costline
Design Phase
Organize the team and assign
the design tasks
Draw Pictures or Diagrams of
your solution (Visio or
MSProject)
Document accessibility
considerations
Document environmental
considerations
Determine exact materials and
equipment requirements.
Contact vendors for exact
costs.
Finalize design specification.
Identifying Risks
Why do projects
fail?
Executive Risk
Technical
Risk
Organization
Risk
Project
Risk
Functional
Risk
Resource Risk
Because risks are
not identified and
mitigated.
Risk Categories
Executive Risk
Commitment
Support
Alignment with other Initiatives
Sponsorship
Project Risk
Project Management
Planning
Monitoring
Controls
Scope
Tools & Methodologies
Decision Making
Functional Risk
Missing Requirements
Business Process Control
Promised Functionality
Bolt-ons
Reliability, Usability
Legacy System Integration
Resource Risk
Time Schedules & Critical
Path
Budgets
Dedicated Resources
Competing Priorities
Organization Risk
Organizational Alignment
Business Process Redesign
Change Management
Communication
Staffing
Training
Business Continuity
Technical Risk
Hardware, Software
Data Conversion
System Architecture
Networking
Performance
Sizing
Security
Disaster Recovery
Risk
Mitigation Strategy
Management distraction
Leadership
ineffectiveness
Regular meetings &
updates
Clear responsibilities &
accountability
Clear resource plan
Staff development
Change mgt process
Stress testing; vendor
support; third party review
Lack of resources
Staff retention
Scope creep
Poor system performance
The Seven Keys
Approach
Stakeholders are
committed
Business benefits are
realized
Work & schedule are
predictable
Scope is realistic and
managed
Team is high
performing
Risks are mitigated
Delivery organization
benefits are realized
7
Keys
to Success
Warning
Urgent
Stay
the
course
Now were going to see how you
do with managing risk
Introducing Rich Sigler and Elena Bozylinski of
Loyolas Project Management Dept to talk about
Risk in a different way.
Implementation Plan
Timeline from Design
Specification in a Table Format.
Plus Columns for
Whos responsible (going to do
it)
Whos accountable (gets fired
if it doesnt get done)
Date & Initials Completed
Date & Initials Verified
Completed & Verified should be
different people!
Sample Implementation Table
Tasks
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Task 8
Start
Date
End
Date
Responsible?
(does it)
Accountable?
(fired if not
done)
Completed
(init)
Completion
Date
Verified by
(init)
Verified
Date
What happens if the
plans need to be
changed?
If its a team-initiated change, the team has
to find the funding within the current budget.
If its a change initiated by the funding
source, it has to be agreed upon in writing
and gets added to the funding payment.
A change is anything outside the Design
Specification that has been signed off on.
Beware of scope creep.
How do you know when youre done?
When the implementation plan
is complete.
When the funding source has
signed off.
When the customers have
accepted the solution.
Just be sure you can verbalize
when youre done, or youll be
perceived as responsible for a
long time.
Tools to use (that youve learned here)
Fishbone diagrams (Visio)
Brainstorming
Timelines
Costlines
Gantt charts (Visio)