Project Management

Based on PMBOK

Workshop Objectives
1.
2.

3.

Knowledge and best practices of project management in particular

based on PMI PMBOK
Skill set of using PM Software: Microsoft Project in supporting the
planning, execution and controlling process of the overall project
management process including: schedule development, resources
planning and allocation, cost estimation and budgeting, resources
pooling and leveling, assessing risks, performance analysis,
communications and team collaborations
A comprehensive preparations for the Project Management
Professional (PMP) certification exam from PMI as well as the
International Project Management certification exam conducted by
Tekmetriks USA on-line real-time via Internet.
2

Participants Role
Relax and enjoy yourself
Participate actively
Feel free to ask questions
Complete exercises
Please switch your hand phones to
silent mode
3

THE PROJECT
MANAGEMENT FRAMEWORK

Introduction to Project
Management

Advantages of Using Formal

Project Management

Better control of financial, physical, and human resources

Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale
5

What Is a Project?
A project is a temporary endeavor undertaken
to accomplish a unique purpose
Attributes of projects

unique purpose
temporary
require resources, often from various areas
should have a primary sponsor and/or customer
involve uncertainty
6

RELATED ENDEAVORS
Programs.

Subprojects.

is a group of projects
managed in a
coordinated way to
obtain benefits not
available from
managing them
individually

Projects divided into more

manageable components or
subprojects.
Subprojects are often
contracted out to an external
enterprise or to another
functional unit in the
performing organization.
7

Samples of Projects
Northwest Airlines developed a new reservation
system called ResNet
Many organizations upgrade hardware, software,
and networks via projects
Organizations develop new software or enhance
existing systems to perform many business
functions
?
?
8

The Triple Constraint

Every project is constrained in different ways
by its

Scope goals: What is the project trying to

accomplish?
Time goals: How long should it take to complete?
Cost goals: What should it cost?

It is the project managers duty to balance

these three often competing goals
9

The Triple Constraint of Project

Management

10

What is Project Management?

Project management is the application of
knowledge, skills, tools, and techniques to
project activities in order to meet project
requirements (PMI*, Project Management Body
of Knowledge (PMBOK Guide), 2000, p. 6)
*The Project Management Institute (PMI) is an international
professional society. Their web site is [Link].
11

Project Management
Framework

12

Project Stakeholders
Stakeholders are the people involved in or affected
by project activities
Stakeholders include

the project sponsor and project team

support staff
customers
users
suppliers
opponents to the project
13

9 Project Management
Knowledge Areas
Knowledge areas describe the key competencies
that project managers must develop

4 core knowledge areas lead to specific project

objectives (scope, time, cost, and quality)
4 facilitating knowledge areas are the means through
which the project objectives are achieved (human
resources, communication, risk, and procurement
management
1 knowledge area (project integration management)
affects and is affected by all of the other knowledge areas
14

Project Management Tools and

Techniques
Project management tools and techniques
assist project managers and their teams in
various aspects of project management
Some specific ones include

Project Charter and WBS (scope)

Gantt charts, network diagrams, critical path
analysis, critical chain scheduling (time)
Cost estimates and earned value management
(cost)
15

Sample WBS for Intranet

Project in Chart Form
In t r a n e t P r o je c t

C oncept

W e b S it e
D e s ig n

W e b S it e
D e v e lo p m e n t

D e s ig n U s e r In t e r f a c e

D e v e lo p P a g e s
a n d L in k s

D e s ig n S e r v e r S e t u p

D e v e lo p
F u n c t io n a lit y

D e v e lo p S e r v e r
S u p p o r t In f r a s t r u c t u r e

C o n te n t
M ig r a t io n /In t e g r a t io n

R o ll O u t

S u p p o rt

T e s t in g

16

Sample Gantt Chart

The WBS is on the left, and each tasks start and finish date
are shown on the right using a calendar timescale.

17

Sample Network Diagram

Each box is a project task from the WBS. Arrows show dependencies
between tasks. The bolded tasks are on the critical path. If any tasks on the
critical path take longer than planned, the whole project will slip
unless something is done.
18

Sample Earned Value Chart

300

EAC
BAC

250

200

BCWS or Cumulative Plan

150

ACWP or Cumulative Actual

BCWP or Cumulative EV

BCWS

Cost Variance
100
ACWP

Schedule Variance

BWCP

50

0
1

10

11

12

Month

19

More Advantages of Project

Management
Bosses, customers, and other stakeholders do not like
surprises
Good project management (PM) provides assurance and
reduces risk
PM provides the tools and environment to plan, monitor,
track, and manage schedules, resources, costs, and quality
PM provides a history or metrics base for future planning as
well as good documentation
Project members learn and grow by working in a crossfunctional team environment
20

How Project Management (PM)

Relates to Other Disciplines
Much of the knowledge needed to manage projects
is unique to PM
However, project managers must also have
knowledge and experience in

general management
the application area of the project

Project managers must focus on meeting specific

project objectives
21

Project Management and Other

Disciplines

22

The Project Management

Profession
A 1996 Fortune article called project
management the number one career choice
Professional societies like the Project
Management Institute (PMI) have grown
tremendously
Average salaries for project managers are over
$81,000

23

PM Knowledge Continues to
Grow and Mature
PMI hosted their first research conference in June
2000 in Paris, France
The PMBOK Guide 2000 Edition is an ANSI
standard
PMIs certification department earned ISO 9000
certification
Hundreds of new books, articles, and presentations
related to project management have been written
in recent years
24

Project Management
Certification
PMI provides certification as a Project Management
Professional (PMP)
A PMP has documented sufficient project
experience, agreed to follow a code of ethics, and
passed the PMP exam
The number of people earning PMP certification is
increasing quickly
PMI and other organizations are offering new
certification programs
25

Project Management Software

By 2001, there were tens of different products to
assist in performing project management
Three main categories of tools:

Low-end tools: Handle single or smaller projects well,

cost under $200 per user
Midrange tools: Handle multiple projects and users, cost
$200-500 per user, Project 2000 most popular
High-end tools: Also called enterprise project
management software, often licensed on a per-user basis
26

The Project Management Context

and Processes

Project Phases and the Project

Life Cycle
A project life cycle is a collection of project
phases
Project phases vary by project or industry,
but some general phases include

concept
development
implementation
support
28

Phases of the Project Life Cycle

29

Product Life Cycles

Products also have life cycles
The Systems Development Life Cycle
(SDLC) is a framework for describing the
phases involved in developing and
maintaining information systems
Typical SDLC phases include planning,
analysis, design, implementation, and support
30

Distinguishing Project Life

Cycles and Product Life Cycles
The project life cycle applies to all projects,
regardless of the products being produced
Product life cycle models vary considerably
based on the nature of the product
Most large products are developed as a series
of projects
Project management is done in all of the
product life cycle phases
31

Why Have Project Phases and

Management Reviews?
A project should successfully pass through
each of the project phases in order to
continue on to the next
Management reviews (also called phase exits
or kill points) should occur after each phase
to evaluate the projects progress, likely
success, and continued compatibility with
organizational goals
32

Many Organizations Focus on

the Structural Frame
Most people understand what organizational charts
are
Many new managers try to change organizational
structure when other changes are needed
3 basic organization structures

functional
project
matrix
33

Functional Organization

34

Projectized Organization

35

Weak Matrix Organization

36

Balanced Matrix Organization

37

Strong Matrix Organization

38

Composite Organization

39

Functional, Project, and Matrix

Organizational Structures

40

Organizational Structure

41

Recognize the Importance of

Project Stakeholders
Recall that project stakeholders are the people
involved in or affected by project activities
Project managers must take time to identify,
understand, and manage relationships with all
project stakeholders
Senior executives are very important
stakeholders
42

Need for Top Management

Commitment
Several studies cite top management
commitment as one of the key factors
associated with project success
Top management can help project managers
secure adequate resources, get approval for
unique project needs in a timely manner,
receive cooperation from people throughout
the organization, and learn how to be better
leaders
43

Need for Organizational

Standards
Standards and guidelines help project managers be
more effective
Senior management can encourage

the use of standard forms and software for project

management
the development and use of guidelines for writing project
plans or providing status information
the creation of a project management office or center of
excellence
44

Fifteen Project Management Job

Functions*
Define scope of project
Identify stakeholders,
decision-makers, and
escalation procedures
Develop detailed task list
(work breakdown
structures)
Estimate time requirements
Develop initial project
management flow chart
Identify required resources
and budget

Evaluate project requirements

Identify and evaluate risks
Prepare contingency plan
Identify interdependencies
Identify and track critical
milestones
Participate in project phase
review
Secure needed resources
Manage the change control
process
Report project status
45

Suggested Skills for a

Project Manager

Communication skills: listening, persuading

Organizational skills: planning, goal-setting, analyzing
Team Building skills: empathy, motivation, esprit de corps
Leadership skills: sets example, energetic, vision (big
picture), delegates, positive
Coping skills: flexibility, creativity, patience, persistence
Technological skills: experience, project knowledge

46

Project Management Process

Groups
Project management can be viewed as a number of
interlinked processes
The project management process groups include

initiating processes
planning processes
executing processes
controlling processes
closing processes

47

Overlap of Process Groups in a Phase

(PMBOK Guide, 2000, p. 31)

48

What do you need, to be

a good Project Manager?

A communicator
A manager
An Innovator
Technically competent, respected, and aware
An Administrator
A Leader
Able to work well under pressures
Goal-oriented
Knowledgeable about the company
Senior

49

Project Manager Responsibilities

Reporting to Senior Manager and the Steering
Committee
Communication with Users
Planning and Scheduling
Obtaining and allocating resources
Controlling Risk
Delivering Results
People Management
Coordination
Quality Assurance
Budget Control
50

PM Knowledge Area
Project Integration Management:
project plan development,
project plan execution, and
overall change control.

Project Scope Management:

initiation,
scope planning,
scope definition,
scope verification, and
scope change control.

51

PM Knowledge Area
Project Time Management:

activity definition,
activity sequencing,
activity duration estimating,
schedule development, and
schedule control.

Project Cost Management:

resource planning,
cost estimating,
cost budgeting, and
cost control.

52

PM Knowledge Area
Project Quality Management:
quality planning,
quality assurance, and
quality control.

Project Human Resource Management:

organizational planning,
staff acquisition, and
team development.
53

PM Knowledge Area
Project Communications Management:

Communications planning,
information distribution,
performance reporting, and
administrative closure.

Project Risk Management:

risk identification,
risk quantification,
risk response development, and
risk response control.
54

PM Knowledge Area
Project Procurement Management:

procurement planning,
solicitation planning,
solicitation,
source selection,
contract administration, and
contract close-out.

55

PROCESS GROUPS
Initiating processes

recognizing that a project or phase should begin and committing to do so.

Planning processes

devising and maintaining a workable scheme to accomplish the business need that
the project was undertaken to address.

Executing processes

coordinating people and other resources to carry out the plan.

Controlling processes

ensuring that project objectives are met by monitoring and measuring progress
and taking corrective action when necessary.

Closing processes

formalizing acceptance of the project or phase and bringing it to an orderly end.

56

PROCESS GROUPS

57

PROCESS GROUPS

58

PROCESS GROUPS

59

Mapping PM Process to The Process

Group and Knowledge Areas (pg 36)

60

Relationship among
the PM Process Groups

61

62

63

64

65

PROCESS INTERACTIONS
Inputs

documents or documentable items that will be

acted upon.

Tools and techniques

mechanisms applied to the inputs to create the

outputs.

Outputs

documents or documentable items that are a

result of the process.

66

Input,Tools & Techniques,Output

INITIATION PHASE
INITIATION

authorizing the project or phase

Input

Tools & Techniques

Output

Product description

Project selection methods

Project charter

Strategic plan

Expert judgement

PM identified /assigned

Project selection criteria

Constraints

Historical information

Assumptions

67

Input,Tools & Techniques,Output

PLANNING PHASE
SCOPE PLANNING

developing a written scope statement as the basis for the future project decisions
Input

SCOPE DEFINITION

Product description

Tools & Techniques

Product analysis

Output
Scope statement

Project charter

Benefit/cost analysis

Supporting detail

Constraints

Alternative identification

Scope management plan

Assumptions

Expert judgement

subdividing the major project deliverables into smaller, manageable components

Input
Scope statement
Constraints

Tools & Techniques

Work breakdown structure
templates
Decomposition

Output
Work breakdown structure
Scope statement updates

Assumptions
Other planning outputs
Historical information
ACTIVITY DEFINITION

identifying the specific activities that must be performed to produce the various
project deliverables
Input
Work breakdown structure

Tools & Techniques

Decomposition

Output
Activity list

Scope statement

Templates

Supporting detail

Historical information

Work breakdown structure updates

Constraints
Assumptions
Expert judgments

68

Input,Tools & Techniques,Output

A C TIVITY SE QUENC ING

identifying and documenting interactivity dependency

Input
Activity List

T ools & T echniques

P recedence diagramming
method (P DM )
A rrow diagramming method
(A DM )

Output
P roject network diagrams

M andatory dependencies

Conditional diagramming
methods

A ctivity list updates

Discretionary dependencies

Network templates

P roduct description

Supporting detail

External dependencies
M ilestones
A C TIVITY DUR A TION

estimating the number of work periods that will be needed to co mplete

E STIM A TING

individual activities
Input
Activity List

T ools & T echniques

Expert judgement

Output
A ctivity duration estimates

Constraints

A nalogous estimating

B asis of estimates

Assumptions

Quantitatively based durations A ctivity list updates

Resource requirements

Reserve time (contingency)

Resource capabilities
Historical information
Identified risks

69

Input,Tools & Techniques,Output

SC HEDULE DEVE LOP M ENT

analyzing activity sequences, activity durations, and resource requirements to create

project schedule
Input
P roject network diagrams

Tools & Techniques

M athematical analysis

Output
P roject schedule

Activity duration estimates

Duration compression

Supporting detail

Resource requirements

Simulation

Schedule management plan

Resource pool description

Resource levelling heuristics

Resource requirement updates

Calendars

P roject management software

Constraints

Coding structure

Assumptions
Leads and lags
Risk management plan
Activity attributes
R ISK M A NA GEM ENT P LA NNING

deciding how to approach and plan the risk management activities for a project
Input
P roject charter

Tools & Techniques

P lanning meetings

Output
Risk management plan

Organization's risk management

policies
Defined roles and responsibilities
Stakeholder risk tolerances
Template for the organization's
risk
Work breakdown structure

70

Input,Tools & Techniques,Output

R ESOUR C E P LA NNING

determining what resources (people, equipment, materials ) and what quantities of

each should be used to perform project activities
Input
Work breakdown structure

Too ls & Techniques

Expert judgment

Historical information

Alternatives identification

Scope statement

P roject management software

Output
Resource requirements

Resource pool description

Organizational policies
Activity duration estimates
C OST E STIM A TING

developing an approximation (estimate) of the co sts of the resources needed

to co mplete project activities
Input
Work breakdown structure

Too ls & Techniques

Analogous estimating

Output
Cost estimates

Resource requirements

P arametric modelling

Supporting detail

Resource rates

Bottom-up estimating

Cost management plan

Activity duration estimates

Computerized tools

Estimating publications

Other cost estimating methods

Historical information
Chart of accounts
Risks

71

Input,Tools & Techniques,Output

C OST B UDGE T ING

allocating the overall cost estimate to individual work activities

Input
Cost estimates

T ools & T echniques

Cost budgeting tools and
techniques

Output
Cost baseline

Work breakdown structure

P roject schedule
Risk management plan
P R OJ EC T P LA N DE VELOP M ENT

integrating and coordinating all project plans to create a consistent, coherent document
Input
Other planning outputs
Historical information

Organizational policies
Constraints

T ools & T echniques

P roject P lanning
methodology
Stakeholder skills and
knowledge

Output
P roject plan
Supporting detail

P roject management
information system (P M IS)
Earned value management
(EVM )

Assumptions
QUA LIT Y P LA NNING

identifying which quality standards are relevant to the project and determining how
to satisfy them
Input
Quality policy

T ools & T echniques

Benefit/cost analysis

Output
Quality management plan

Scope statement

Benchmarking

Operational definitions

P roduct description

Flow-charting

Checklists

Standards and regulations

Design of experiments

Inputs to other processes

Other process outputs

Cost of quality

72

Input,Tools & Techniques,Output

OR GA NIZA TIONA L P LA NNING

identifying, documenting, and assigning pro ject roles, respo nsibilities, and
reporting relationships

STA FF A C QUISIT ION

C OM M UNIC A TIONS P LA NNING

Input
P roject interfaces

Too ls & T echniques

Templates

Output
Role and responsibility assignments

Staffing requirements

Human Resource practices

Staffing management plan

Constraints

Organizational theory

Organization chart

Stakeholder analysis

Supporting detail

getting the needed human resources assigned to and working on the project
Input
Staffing management plan

Too ls & T echniques

Negotiations

Output
P roject staff assigned

Staffing pool description

P reassignment

P roject team directory

Recruitment practices

P rocurement

determining the information and communications needs of the stakeholders:

who needs what information,when they will need it, and how it will be given to them
Input
Communications requirements

Too ls & T echniques

Stakeholder analysis

Output
Communication management plan

Communications technology
Constraints
A ssumptions

73

Input,Tools & Techniques,Output

R ISK IDENT IFIC A TION

determining which risks might affect the project and documenting their characteristics
Input
Risk management plan

Tools & T echniques

Documentation reviews

Output
Risks

P roject planning outputs

Triggers

Risk categories

Information-gathering
techniques
Checklists

Historical information

Assumptions analysis

Inputs to other processes

Diagramming techniques
QUA LIT A TIVE R ISK A NA LYSIS

performing a qualitative analysis of risks and conditions to prioritize their effects

on project objectives
Input
Risk management plan

Tools & T echniques

Risk probability and impact

Output
Overall risk ranking for the project

Identified risks

P robability impact risk rating

matrix

List of prioritized risks

P roject status

Data precision ranking

List of risks for additional analysis and

management
Trends in qualitative risk analysis
results

P roject type
Data precision
Scales of probability and impact
Assumptions

74

Input,Tools & Techniques,Output

QUA NT IT A TIVE R ISK A NA LYSIS

measuring the probability and consequences of risks and estimating their

implication for project objectives
Input
Risk management plan

T ools & Techniques

Interviewing

Output
P rioritized list of quantified risks

Identified risks

Sensitivity analysis

P robabilistic analysis of the project

Decision tree analysis

P robability of achieving the cost and

time objectives
Trends in quantitative risk analysis
results

List of prioritized risks

Simulation
Llist of risks for additional analysis and management
Historical information
Expert judgment
Other planning ouputs

75

Input,Tools & Techniques,Output

R ISK R ESP ONSE P LA NNING

develo ping procedures and techniques to enhance opportunities and reduce

threats from risks to the pro ject's objectives
Input
Risk management plan

T ools & Techniques

Avoidance

Output
Risk response plan

List of prioritized risks

Transference

Residual risks

Risk ranking of the project

M itigation

Secondary risks

P rioritized list of quantified risks

Acceptance

Contractual agreements

P robabilistic analysis of the

project

Contigency reserve amounts needed

P robability of achieving the cost

and time objectives

Inputs to other processes

List of potentital responses

Inputs to a revised project plan

Risk thresholds
Risk owners
Common risk causes
Trends in qualitative and
quantitative risk analysis results
P R OC UR EM ENT P LA NNING

determining what to procure and when

Input
Scope statement

T ools & Techniques

M ake-or-buy analysis

Output
P rocurement management plan

P roduct description

Expert judgement

Statement(s) of work

P rocurement resources

Contract type selection

M arket conditions
Other planning outputs
Constraints
Assumptions

76

Input,Tools & Techniques,Output

SOLIC ITA TION P LA NNING

documenting pro duct requirements and identifying potential resources

Input
P rocurement management plan

To ols & Techniques

Strandard forms

Output
P rocurement documents

Statement(s) of work

Expert judgement

Evaluation criteria

Other planning outputs

Statement of work updates

77

Input,Tools & Techniques,Output

EXEC UTING P HA SE
P R OJ EC T P LA N EXEC UT ION

carrying out the project plan by performing the activities included therein
Input
P roject plan

T ools & Techniques

General management skills

Output
Work results

Supporting detail

P roduct skills and knowledge

Change requests

Organizational policies

Work authorization system

P reventive action

Status review meetings

Corrective action

P roject management
information system
Organizational procedures

QUA LIT Y A SSUR A NC E

evaluating overall project performance on a regular basis to provide confidence

that the project will satisfy the relevant quality standards
Input
Quality management plan

T ools & Techniques

Quality planning tools and
techniques

Results of quality control

measurements

Quality audits

Output
Quality improvement

Operational definitions
T EA M DEVELOP M ENT

developing individual and group skills to enhance project performance

Input
P roject staff

T ools & Techniques

Team-building activities

Output
P erformance improvements

P roject plan

General management skills

Input to perfomance appraisals

Staffing management plan

Reward and recognition

systems

P erformance reports

Collocation

External feedback

Training

78

Input,Tools & Techniques,Output

SOLIC ITA TION

SOUR C E SE LEC TION

obtaining quotations, bids, offers, or proposals, as appropriate

Input
P rocurement documents

T ools & Techniques

Bidder conferences

Qualified seller lists

A dvertising

Output
P roposals

choosing from among potential sellers

Input
P roposals

T ools & Techniques

Contract negotiation

Evaluation criteria

Weighting system

Organizational policies

Screening system

Output
Contract

Independent estimates
C ONTR A C T A DM INIST R A TION

managing the relationship with the seller

Input
Contract

T ools & Techniques

Contract change control
system

Output
Corresponce

Work results

P erformance reporting

Contract changes

Change requests

P ayment system

P ayment requests

Seller invoices
INFOR M A TION DIST R IB UTION

making needed information available to project stakeholders in a timely manner

Input
Work results

T ools & Techniques

Communications skills

Output
P roject records

Communication management plan Information retrieveal systems P roject presentations

P roject plan

Information distribution
methods

79

Input,Tools & Techniques,Output

C ONT R OLLING P HA SE
P E R F OR M A NC E R E P OR T ING

collecting and disseminating performance information. This includes status

reporting, progress measurement, and forecasting
Input
P roject plan

T ools & T echniques

P erformance reviews

Output
P erformance repots

Work results

Variance analysis

Change requests

Other project records

Trend analysis
Earned value analysis
Information distribution tools
and techniques

INTE GR A TE D C HA NGE C ONT R OL

coordinating changes across the entire project

Input
P roject plan

T ools & T echniques

Change control system

Output
P roject plan updates

P erformance reports

Cnfiguration mangement

Corrective action

Change requests

P erformance measurement

Lesson learned

A dditional planning
P roject management
information system
SC OP E VE R IF IC A T ION

formalizing acceptance of the project scope

Input
Work results

T ools & T echniques

Inspection

Output
Formal acceptance

P roduct documentation
Work breakdown structure
Scope statement
P roject plan

80

Input,Tools & Techniques,Output

SC OP E C HA NGE C ONTR OL

controlling changes to the project scope

Input
Work breakdown structure

Tools & Techniques

Output
Scope change control system Scope changes

P erformance reports

P erformance measurement

Corrective action

Change requests

Additional planning

Lesson learned

Scope management plan

SC HEDULE C ONTR OL

Adjusted baseline

controlling changes to the project schedule

Input
P roject schedule

Tools & Techniques

Schedule change control
system

Output
Schedule updates

P erformance reports

P erformance measurement

Corrective action

Change requests

Additional planning

Lesson learned

Schedule management plan

P roject management software

Variance analysis

C OST C ONT R OL

controlling changes to the project budget

Input
Cost baseline

Tools & Techniques

Cost change control system

Output
Revised cost estimates

P erformance reports

P erformance measurement

Budget updates

Change requests

Earned value management

Corrective action

Cost management plan

Additional planning

Estimate at completion

Computerized tools

P roject closeout
Lesson learned

81

Input,Tools & Techniques,Output

QUA LITY C ONTR OL

monito ring specific project results to determine if they comply with relevant
quality standard and identifying ways to eliminate causes of unsatisfactory performance
Input
Work results

Tools & Techniques

Inspection

Output
Quality improvement

Quality management plan

Control charts

Acceptance decisions

Operational definitions

P areto diagrams

Rework

Checklists

Statistical sampling

Completed checklists

Flow-charting

P rocess adjustments

Trend analysis
R ISK M ONITOR ING A ND C ONTR OL

monito ring residual risks, identifying new risks, executing risk reduction plans,
and evaluating their effectiveness throughout the project life cycle
Input
Risk management plan

Tools & Techniques

P roject risk response audits

Output
Workaround plans

Risk response plan

P eriodic project risk reviews

Corrective action

P roject communication

Earned value analysis

P roject change requests

Additional risk identification and

analysis

Technical performance
measurement

Updates to the risk response plan

Scope changes

Additional risk response

planning

Risk database
Updates to risk identification
checklists

82

Input,Tools & Techniques,Output

C LOSING P HA SE
C ONTR A C T C LOSE OUT

completion and settlement of the contract, including resolution of any open items
Input
Contract documentation

T ools & Techniques

P rocurement audits

Output
Contract file
Formal acceptance and closure

A DM INIST R A T IVE C LOSUR E

generating, gathering, and disseminating information to formalize phase or project completion

Input
P erformance measurement
documentation

T ools & Techniques

P erformance reporting tools
and techniques

Output
P roject archives

P roduct documentation

P roject reports

P roject closure

Other project records

P roject presentations

Lesson learned

83

Project Scope Management

What is Project Scope Management?

Scope refers to all the work involved in creating
the products of the project and the processes
used to create them
Project scope management includes the processes
involved in defining and controlling what is or is
not included in the project
The project team and stakeholders must have the
same understanding of what products will be
produces as a result of a project and what processes
will be used in producing them
85

Project Scope Management Processes

Initiation: beginning a project or continuing to the next
phase
Scope planning: developing documents to provide the
basis for future project decisions
Scope definition: subdividing the major project
deliverables into smaller, more manageable components
Scope verification: formalizing acceptance of the project
scope
Scope change control: controlling changes to project
scope
86

Project Scope Management

87

Project Initiation: Strategic

Planning and Project Selection
The first step in initiating projects is to look
at the big picture or strategic plan of an
organization
Strategic planning involves determining
long-term business objectives
Projects should support strategic and
financial business objectives
88

Identifying Potential Projects

Many organizations follow a planning
process for selecting projects
First develop an strategic plan based on the
organizations overall strategic plan
Then perform a business area analysis
Then define potential projects
Then select projects and assign resources
89

Methods for Selecting Projects

There are usually more projects than
available time and resources to implement
them
It is important to follow a logical process for
selecting projects to work on
Methods include focusing on broad needs,
categorizing projects, financial methods, and
weighted scoring models
90

Focusing on Broad
Organizational Needs
It is often difficult to provide strong justification for
many projects, but everyone agrees they have a
high value
It is better to measure gold roughly than to count
pennies precisely
Three important criteria for projects:

There is a need for the project

There are funds available
Theres a strong will to make the project succeed
91

Categorizing Projects
One categorization is whether the project
addresses

a problem
an opportunity, or
a directive

Another categorization is how long it will

take to do and when it is needed
Another is the overall priority of the project
92

Financial Analysis of Projects

Financial considerations are often an
important consideration in selecting projects
Three primary methods for determining the
projected financial value of projects:

Net present value (NPV) analysis

Return on investment (ROI)
Payback analysis
93

Net Present Value Analysis

Net present value (NPV) analysis is a method
of calculating the expected net monetary gain
or loss from a project by discounting all
expected future cash inflows and outflows to
the present point in time
Projects with a positive NPV should be
considered if financial value is a key criterion
The higher the NPV, the better
94

Net Present Value Example

95

Return on Investment
Return on investment (ROI) is income
divided by investment
ROI = (total discounted benefits - total
discounted costs) / discounted costs

The higher the ROI, the better

Many organizations have a required rate of
return or minimum acceptable rate of return
on investment for projects
96

Payback Analysis
Another important financial consideration is
payback analysis
The payback period is the amount of time it will
take to recoup, in the form of net cash inflows, the
net dollars invested in a project
Payback occurs when the cumulative discounted
benefits and costs are greater than zero
Many organizations want projects to have a fairly
short payback period
97

NPV, ROI, and Payback Analysis for

Project 1

98

NPV, ROI, and Payback Analysis for

Project 2

99

Weighted Scoring Model

A weighted scoring model is a tool that provides a systematic
process for selecting projects based on many criteria
First identify criteria important to the project selection process
Then assign weights (percentages) to each criterion so they
add up to 100%
Then assign scores to each criterion for each project
Multiply the scores by the weights and get the total weighted
scores
The higher the weighted score, the better
100

Sample Weighted Scoring Model for

Project Selection

101

Project Charters
After deciding what project to work on, it is
important to formalize projects
A project charter is a document that formally
recognizes the existence of a project and provides
direction on the projects objectives and
management
Key project stakeholders should sign a project
charter to acknowledge agreement on the need and
intent of the project
102

Sample Project Charter

Project Title: Information Technology (IT) Upgrade Project
Project Start Date: March 4, 200
Projected Finish Date: December 4, 2002
Project Manager: Kim Nguyen, 691-2784, knguyen@[Link]
Project Objectives: Upgrade hardware and software for all employees (approximately 2,000) within 9
months based on new corporate standards. See attached sheet describing the new standards. Upgrades may
affect servers and midrange computers as well as network hardware and software. Budgeted $1,000,000 for
hardware and software costs and $500,000 for labor costs.
Approach:
Update the IT inventory database to determine upgrade needs
Develop detailed cost estimate for project and report to CIO
Issue a request for quotes to obtain hardware and software
Use internal staff as much as possible to do the planning, analysis, and installation

103

Sample Project Charter (continued)

Roles and Responsibilities:
Name
Walter Schmidt, CEO
Mike Zwack

Role
Project Sponsor
CIO

Kim Nguyen
Jeff Johnson
Nancy Reynolds

Project Manager
Director of IT Operations
VP, Human Resources

Steve McCann

Director of Purchasing

Responsibility
Monitor project
Monitor project, provide
staff
Plan and execute project
Mentor Kim
Provide staff, issue memo
to all employees about
project
Assist in purchasing
hardware and software

Sign-off: (Signatures of all above stakeholders)

Comments: (Handwritten comments from above stakeholders, if applicable)
This project must be done within ten months at the absolute latest. Mike Zwack, CIO
We are assuming that adequate staff will be available and committed to supporting this
project. Some work must be done after hours to avoid work disruptions, and overtime
will be provided. Jeff Johnson and Kim Nguyen, Information Technology Department

104

Scope Planning and the Scope

Statement
A scope statement is a document used to
develop and confirm a common
understanding of the project scope. It should
include

a project justification
a brief description of the projects products
a summary of all project deliverables
a statement of what determines project success
105

Scope Definition and the Work

Breakdown Structure
After completing scope planning, the next step is to
further define the work by breaking it into
manageable pieces
Good scope definition

helps improve the accuracy of time, cost, and resource

estimates
defines a baseline for performance measurement and
project control
aids in communicating clear work responsibilities
106

The Work Breakdown Structure

A work breakdown structure (WBS) is an
outcome-oriented analysis of the work
involved in a project that defines the total
scope of the project
It is a foundation document in project
management because it provides the basis for
planning and managing project schedules,
costs, and changes
107

Sample Intranet WBS Organized by

Product

108

Sample Intranet WBS Organized by

Phase

109

Intranet WBS in Tabular Form

1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support

110

Intranet WBS and Gantt Chart in Project

2000

Project 98 file
111

Intranet WBS and Gantt Chart Organized by

Project Management Process Groups

112

Approaches to Developing WBSs

Using guidelines: Some organizations, like the
DOD, provide guidelines for preparing WBSs
The analogy approach: It often helps to review
WBSs of similar projects
The top-down approach: Start with the largest
items of the project and keep breaking them down
The bottoms-up approach: Start with the detailed
tasks and roll them up

113

Basic Principles for Creating WBSs*

1. A unit of work should appear at only one place in the WBS.
2. The work content of a WBS item is the sum of the WBS items below it.
3. A WBS item is the responsibility of only one individual, even though many people may
be working on it.
4. The WBS must be consistent with the way in which work is actually going to be
performed; it should serve the project team first and other purposes only if practical.
5. Project team members should be involved in developing the WBS to ensure consistency
and buy-in.
6. Each WBS item must be documented to ensure accurate understanding of the scope of
work included and not included in that item.
7. The WBS must be a flexible tool to accommodate inevitable changes while properly
maintaining control of the work content in the project according to the scope
statement.
*Cleland, David I. Project Management: Strategic Design and Implementation, 1994
114

Scope Verification and Scope

Change Control
It is very difficult to create a good scope
statement and WBS for a project
It is even more difficult to verify project scope
and minimize scope changes

115

Suggestions for Reducing Incomplete

and Changing Requirements
Develop and follow a requirements management process
Employ techniques such as prototyping, use case modeling,
and Joint Application Design to thoroughly understand user
requirements
Put all requirements in writing and current
Create a requirements management database
Provide adequate testing
Use a process for reviewing requested changes from a
systems perspective
Emphasize completion dates
116

Project Time Management

Project Time Management

Processes
Project time management involves the
processes required to ensure timely
completion of a project. Processes include:

Activity definition
Activity sequencing
Activity duration estimating
Schedule development
Schedule control
118

Project Time Management

119

Where Do Schedules Come From?

Defining Activities
Project schedules grow out of the basic document
that initiate a project

Project charter includes start and end dates and budget

information
Scope statement and WBS help define what will be done

Activity definition involves developing a more

detailed WBS and supporting explanations to
understand all the work to be done
120

Activity Sequencing
Involves reviewing activities and determining
dependencies

Mandatory dependencies: inherent in the nature of the

work; hard logic
Discretionary dependencies: defined by the project
team; soft logic
External dependencies: involve relationships between
project and non-project activities

You must determine dependencies in order to use

critical path analysis
121

Project Network Diagrams

Project network diagrams are the preferred
technique for showing activity sequencing
A project network diagram is a schematic display of
the logical relationships among, or sequencing of,
project activities

122

Precedence Diagramming
Method (PDM)
Activities are represented by boxes
Arrows show relationships between activities
More popular than ADM method and used
by project management software
Better at showing different types of
dependencies

123

Task Dependency Types

124

Sample Precedence Diagramming Method (PDM)

Network Diagram for Project X

125

Activity Duration Estimating

After defining activities and determining
their sequence, the next step in time
management is duration estimating
Duration includes the actual amount of time
worked on an activity plus elapsed time
People doing the work should help create
estimates, and an expert should review them
126

Schedule Development
Schedule development uses results of the other time
management processes to determine the start and
end date of the project and its activities
Ultimate goal is to create a realistic project schedule
that provides a basis for monitoring project progress
for the time dimension of the project
Important tools and techniques include Gantt charts,
PERT analysis, critical path analysis, and critical
chain scheduling
127

Gantt Charts
Gantt charts provide a standard format for displaying
project schedule information by listing project
activities and their corresponding start and finish
dates in a calendar format
Symbols include:

A black diamond: milestones or significant events on a

project with zero duration
Thick black bars: summary tasks
Lighter horizontal bars: tasks
Arrows: dependencies between tasks
128

Gantt Chart for Software Launch Project

129

Sample Tracking Gantt Chart

white diamond: slipped milestone

two bars: planned and actual times
130

Critical Path Method (CPM)

CPM is a project network analysis technique used
to predict total project duration
A critical path for a project is the series of
activities that determines the earliest time by
which the project can be completed
The critical path is the longest path through the
network diagram and has the least amount of slack
or float
131

Finding the Critical Path

First develop a good project network
diagram
Add the durations for all activities on each
path through the project network diagram
The longest path is the critical path

132

Simple Example of Determining

the Critical Path
Consider the following project network diagram.
Assume all times are in days.
start

A=2

B=5

C=2

E=1

6
D=7

finish

F=2

a. How many paths are on this network diagram?

b. How long is each path?
c. Which is the critical path?
d. What is the shortest amount of time needed to complete
this project?

133

Determining the Critical Path for

Project X

134

More on the Critical Path

If one of more activities on the critical path takes
longer than planned, the whole project schedule will
slip unless corrective action is taken
Misconceptions:

The critical path is not the one with all the critical
activities; it only accounts for time
There can be more than one critical path if the lengths of
two or more paths are the same
The critical path can change as the project progresses
135

Using Critical Path Analysis to

Make Schedule Trade-offs
Knowing the critical path helps you make
schedule trade-offs
Free slack or free float is the amount of time an
activity can be delayed without delaying the early
start of any immediately following activities
Total slack or total float is the amount of time an
activity may be delayed from its early start
without delaying the planned project finish date
136

Techniques for Shortening a

Project Schedule
Shortening durations of critical tasks for
adding more resources or changing their
scope
Crashing tasks by obtaining the greatest
amount of schedule compression for the least
incremental cost
Fast tracking tasks by doing them in parallel
or overlapping them
137

Importance of Updating
Critical Path Data
It is important to update project schedule
information
The critical path may change as you enter
actual start and finish dates
If you know the project completion date will
slip, negotiate with the project sponsor

138

Multitasking Example

139

Program Evaluation and Review

Technique (PERT)
PERT is a network analysis technique used to
estimate project duration when there is a
high degree of uncertainty about the
individual activity duration estimates
PERT uses probabilistic time estimates based
on using optimistic, most likely, and
pessimistic estimates of activity durations
140

PERT Formula and Example

PERT weighted average formula:
optimistic time + 4X most likely time + pessimistic time
6

Example:
PERT weighted average =
8 workdays + 4 X 10 workdays + 24 workdays
= 12 days
6
where 8 = optimistic time, 10 = most likely time, and 24 =
pessimistic time
141

Controlling Changes to the

Project Schedule
Perform reality checks on schedules
Allow for contingencies
Dont plan for everyone to work at 100%
capacity all the time
Hold progress meetings with stakeholders
and be clear and honest in communicating
schedule issues
142

Working with People Issues

Strong leadership helps projects succeed
more than good PERT charts
Project managers should use

empowerment
incentives
discipline
negotiation
143

Using Software to Assist in

Time Management
Software for facilitating communications
helps people exchange schedule-related
information
Decision support models help analyze tradeoffs that can be made
Project management software can help in
various time management areas
144

Project 98 Features Related to Project Time

Management

Reports
Overview reports: critical
tasks and milestones
Current activities reports:
unstarted tasks, tasks starting
soon, tasks in progress,
completed tasks, should have
started tasks, and slipping
tasks
Assignment reports: who
does what when

Views and Table Views

Gantt chart, PERT
chart, Tracking Gantt,
schedule, tracking,
variance, constraint
dates, and delay

Filters
All tasks,
completed tasks,
critical tasks,
incomplete tasks,
and milestone
tasks

145

Words of Caution on Using Project

Management Software
Many people misuse project management software
because they dont understand important concepts
and have not had good training
You must enter dependencies to have dates adjust
automatically and to determine the critical path
You must enter actual schedule information to
compare planned and actual progress

146

Project Cost Management

What is Cost and Project Cost

Management?
Cost is a resource sacrificed or fore-gone to
achieve a specific objective or something
given up in exchange
Costs are usually measured in monetary units
like dollars
Project cost management includes the
processes required to ensure that the project is
completed within an approved budget
148

Project Cost Management Processes

Resource planning: determining what resources
and quantities of them should be used
Cost estimating: developing an estimate of the
costs and resources needed to complete a project
Cost budgeting: allocating the overall cost estimate
to individual work items to establish a baseline for
measuring performance
Cost control: controlling changes to the project
budget
149

Project Cost Management

150

Resource Planning
The nature of the project and the organization will
affect resource planning
Some questions to consider:

How difficult will it be to do specific tasks on the project?

Is there anything unique in this projects scope statement
that will affect resources?
What is the organizations history in doing similar tasks?
Does the organization have or can they acquire the people,
equipment, and materials that are capable and available
for performing the work?
151

Cost Estimating
An important output of project cost
management is a cost estimate
There are several types of cost estimates and
tools and techniques to help create them
It is also important to develop a cost
management plan that describes how cost
variances will be managed on the project
152

Types of Cost Estimates

Type of Estimate
Rough Order of
Magnitude (ROM)

Budgetary
Definitive

When Done

Why Done

How Accurate

Very early in the

project life cycle,
often 35 years
before project
completion
Early, 12 years out

Provides rough
ballpark of cost for
selection decisions

25%, +75%

Puts dollars in the

budget plans

10%, +25%

Later in the project, <

1 year out

Provides details for

purchases, estimate
actual costs

5%, +10%

153

Cost Estimation Tools and Techniques

3 basic tools and techniques for cost
estimates:

analogous or top-down: use the actual cost of a

previous, similar project as the basis for the new
estimate
bottom-up: estimate individual work items and
sum them to get a total estimate
parametric: use project characteristics in a
mathematical model to estimate costs
154

Typical Problems with Cost

Estimates
Developing an estimate for a large project is a complex task
requiring a significant amount of effort. Remember that
estimates are done at various stages of the project
Many people doing estimates have little experience doing
them. Try to provide training and mentoring
People have a bias toward underestimation. Review
estimates and ask important questions to make sure
estimates are not biased
Management wants a number for a bid, not a real estimate.
Project managers must negotiate with project sponsors to
create realistic cost estimates
155

Cost Budgeting
Cost budget involves allocating the project
cost estimate to individual work items and
providing a cost baseline

156

Cost Control
Project cost control includes

monitoring cost performance

ensuring that only appropriate project changes
are included in a revised cost baseline
informing project stakeholders of authorized
changes to the project that will affect costs

Earned value management is an important

tool for cost control
157

Earned Value Management (EVM)

EVM is a project performance measurement
technique that integrates scope, time, and cost data
Given a baseline (original plan plus approved
changes), you can determine how well the project is
meeting its goals
You must enter actual information periodically to
use EVM. Figure below shows a sample form for
collecting information
158

Earned Value Management Terms

The planned value (PV), formerly called the budgeted cost of
work scheduled (BCWS), also called the budget, is that portion
of the approved total cost estimate planned to be spent on an
activity during a given period
Actual cost (AC), formerly called actual cost of work
performed (ACWP), is the total of direct and indirect costs
incurred in accomplishing work on an activity during a given
period
The earned value (EV), formerly called the budgeted cost of
work performed (BCWP), is the percentage of work actually
completed multiplied by the planned value
159

Earned Value Formulas

BCWP - ACWP
BCWP - BCWS
BCWP/ACWP
BCWP/BCWS

To estimate what it will cost to complete a project or how

long it will take based on performance to date, divide the
budgeted cost or time by the appropriate index.
160

Earned Value Calculations for One Activity

After Week One

BCWP
PV * % Complete

BCWS
ACWP
BCWP - ACWP
BCWP - BCWS
BCWP/ACWP
BCWP/BCWS
161

Rules of Thumb for EVA Numbers

Negative numbers for cost and schedule
variance indicate problems in those areas.
The project is costing more than planned or
taking longer than planned
CPI and SPI less than 100% indicate
problems

162

Earned Value Calculations for a One-Year

Project After Five Months

163

Earned Value Chart for Project

After Five Months

BCWS

ACWP

BCWP

164

Using Software to Assist in Cost

Management
Spreadsheets are a common tool for resource
planning, cost estimating, cost budgeting, and
cost control
Many companies use more sophisticated and
centralized financial applications software for
cost information
Project management software has many costrelated features
165

Project Quality Management

What Is Project Quality

Management?
The International Organization for Standardization
(ISO) defines quality as the totality of
characteristics of an entity that bear on its ability to
satisfy stated or implied needs
Other experts define quality based on

conformance to requirements: meeting written

specifications
fitness for use: ensuring a product can be used as it was
intended
167

Project Quality Management

Processes
Quality planning: identifying which quality
standards are relevant to the project and how to
satisfy them
Quality assurance: evaluating overall project
performance to ensure the project will satisfy the
relevant quality standards
Quality control: monitoring specific project results
to ensure that they comply with the relevant quality
standards while identifying ways to improve overall
quality
168

Project Quality Management

169

Modern Quality Management

Modern quality management

requires customer satisfaction

prefers prevention to inspection
recognizes management responsibility for quality

Noteworthy quality experts include Deming,

Juran, Crosby, Ishikawa, Taguchi, and
Feigenbaum
170

Quality Experts
Deming was famous for his work in rebuilding Japan and
his 14 points
Juran wrote the Quality Control Handbook and 10 steps to
quality improvement
Crosby wrote Quality is Free and suggested that
organizations strive for zero defects
Ishikawa developed the concept of quality circles and
using fishbone diagrams
Taguchi developed methods for optimizing the process of
engineering experimentation
Feigenbaum developed the concept of total quality control
171

Sample Fishbone or Ishikawa

Diagram

172

Malcolm Baldrige Award and

ISO 9000
The Malcolm Baldrige Quality Award was started in
1987 to recognize companies with world-class
quality
ISO 9000 provides minimum requirements for an
organization to meet their quality certification
standards

173

Quality Planning
It is important to design in quality and
communicate important factors that directly
contribute to meeting the customers requirements
Design of experiments helps identify which
variable have the most influence on the overall
outcome of a process
Many scope aspects of IT projects affect quality
like functionality, features, system outputs,
performance, reliability, and maintainability
174

Quality Assurance
Quality assurance includes all the activities related
to satisfying the relevant quality standards for a
project
Another goal of quality assurance is continuous
quality improvement
Benchmarking can be used to generate ideas for
quality improvements
Quality audits help identify lessons learned that can
improve performance on current or future projects
175

Quality Control
The main outputs of quality control are

acceptance decisions
rework
process adjustments

Some tools and techniques include

pareto analysis
statistical sampling
quality control charts
testing
176

Pareto Analysis
Pareto analysis involves identifying the vital few
contributors that account for the most quality
problems in a system
Also called the 80-20 rule, meaning that 80% of
problems are often due to 20% of the causes
Pareto diagrams are histograms that help identify
and prioritize problem areas

177

Sample Pareto Diagram

178

Statistical Sampling and Standard

Deviation
Statistical sampling involves choosing part
of a population of interest for inspection
The size of a sample depends on how
representative you want the sample to be
Sample size formula:
Sample size = .25 X (certainty Factor/acceptable error) 2

179

Commonly Used Certainty

Factors
Desired Certainty

Certainty Factor

95%

1.960

90%

1.645

80%

1.281

95% certainty: Sample size = 0.25 X (1.960/.05) 2 = 384

90% certainty: Sample size = 0.25 X (1.645/.10)2 = 68
80% certainty: Sample size = 0.25 X (1.281/.20)2 = 10
180

Standard Deviation
Standard deviation measures how much variation
exists in a distribution of data
A small standard deviation means that data cluster
closely around the middle of a distribution and
there is little variability among the data
A normal distribution is a bell-shaped curve that is
symmetrical about the mean or average value of a
population
181

Normal Distribution and Standard

Deviation

182

Sample Quality Control Chart

183

Testing
Many professionals think of testing as a
stage that comes near the end of product
development
Testing should be done during almost every
phase of the product development life cycle

184

Improving Project Quality

Several suggestions for improving quality for
projects include
Leadership that promotes quality
Understanding the cost of quality
Focusing on organizational influences and
workplace factors that affect quality
Following maturity models to improve quality
185

Leadership
It is most important that top management be
quality-minded. In the absence of sincere
manifestation of interest at the top, little will
happen below. (Juran, 1945)
A large percentage of quality problems are
associated with management, not technical
issues
186

The Cost of Quality

The cost of quality is

the cost of conformance or delivering products

that meet requirements and fitness for use
the cost of nonconformance or taking
responsibility for failures or not meeting quality
expectations

187

Five Cost Categories Related to Quality

Prevention cost: the cost of planning and executing a
project so it is error-free or within an acceptable error
range
Appraisal cost: the cost of evaluating processes and their
outputs to ensure quality
Internal failure cost: cost incurred to correct an identified
defect before the customer receives the product
External failure cost: cost that relates to all errors not
detected and corrected before delivery to the customer
Measurement and test equipment costs: capital cost of
equipment used to perform prevention and appraisal
activities
188

Project Management Maturity Model

1. Ad-Hoc: The project management process is described as disorganized, and
occasionally even chaotic. The organization has not defined systems and
processes, and project success depends on individual effort. There are chronic cost
and schedule problems.
2. Abbreviated: There are some project management processes and systems in place to
track cost, schedule, and scope. Project success is largely unpredictable and cost
and schedule problems are common.
3. Organized: There are standardized, documented project management processes and
systems that are integrated into the rest of the organization. Project success is more
predictable, and cost and schedule performance is improved.
4. Managed: Management collects and uses detailed measures of the effectiveness of
project management. Project success is more uniform, and cost and schedule
performance conforms to plan.
5. Adaptive: Feedback from the project management process and from piloting
innovative ideas and technologies enables continuous improvement. Project
success is the norm, and cost and schedule performance is continuously
189
improving.

Project Human Resource

Management

The Importance of Human

Resource Management
People determine the success and failure of
organizations and projects

191

What is Project Human Resource

Management?
Project human resource management
includes the processes required to make the
most effective use of the people involved
with a project. Processes include

Organizational planning
Staff acquisition
Team development
192

Project Human Resource

Management

193

Keys to Managing People

Psychologists and management theorists have
devoted much research and thought to the
field of managing people at work
Important areas related to project
management include

motivation
influence and power
effectiveness
194

Motivation
Abraham Maslow developed a hierarchy of
needs to illustrate his theory that peoples
behaviors are guided by a sequence of needs
Maslow argued that humans possess unique
qualities that enable them to make
independent choices, thus giving them
control of their destiny
195

Maslows Hierarchy of Needs

196

Herzbergs Motivational and

Hygiene Factors
Frederick Herzberg wrote several famous books and
articles about worker motivation. He distinguished
between

motivational factors: achievement, recognition, the work

itself, responsibility, advancement, and growth, which
produce job satisfaction
hygiene factors: cause dissatisfaction if not present, but
do not motivate workers to do more. Examples include
larger salaries, more supervision, and a more attractive
work environment
197

McGregors Theory X and Y

Douglas McGregor popularized the human relations approach
to management in the 1960s
Theory X: assumes workers dislike and avoid work, so
managers must use coercion, threats and various control
schemes to get workers to meet objectives
Theory Y: assumes individuals consider work as natural as
play or rest and enjoy the satisfaction of esteem and selfactualization needs
Theory Z: introduced in 1981 by William Ouchi and is based
on the Japanese approach to motivating workers, emphasizing
trust, quality, collective decision making, and cultural values
198

Thamhain and Wilemons Ways to

Have Influence on Projects
1. Authority: the legitimate hierarchical right to issue orders
2. Assignment: the project manager's perceived ability to influence a
worker's later work assignments
3. Budget: the project manager's perceived ability to authorize others' use
of discretionary funds
4. Promotion: the ability to improve a worker's position
5. Money: the ability to increase a worker's pay and benefits
6. Penalty: the project manager's ability to cause punishment
7. Work challenge: the ability to assign work that capitalizes on a worker's
enjoyment of doing a particular task
8. Expertise: the project manager's perceived special knowledge that others
deem important
9. Friendship: the ability to establish friendly personal relationships
between the project manager and others

199

Ways to Influence that Help and

Hurt Projects
Projects are more likely to succeed when project
managers influence with

expertise
work challenge

Projects are more likely to fail when project

managers rely too heavily on

authority
money
penalty
200

Power
Power is the potential ability to influence behavior
to get people to do things they would not otherwise
do
Types of power include

Coercive
Legitimate
Expert
Reward
Referent
201

Improving Effectiveness - Coveys

7 Habits
Project managers can apply Coveys 7 habits to
improve effectiveness on projects

Be proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understand, then to be understood
Synergize
Sharpen the saw
202

Empathic Listening and Rapport

Good project managers are empathic listeners;
they listen with the intent to understand
Before you can communicate with others, you
have to have rapport
Mirroring is a technique to help establish rapport
Professionals often need to develop empathic
listening and other people skills to improve
relationships with users and other stakeholders
203

Organizational Planning
Organizational planning involves identifying,
documenting, and assigning project roles,
responsibilities, and reporting relationships
Outputs and processes include

project organizational charts

work definition and assignment process
responsibility assignment matrixes
resource histograms
204

Sample Organizational Chart for a

Large IT Project

205

Work Definition and Assignment

Process

206

Sample Responsibility Assignment

Matrix (RAM)

207

RAM Showing Stakeholder Roles

208

Sample Resource Histogram for a

Large IT Project
12
Number of People

10
8
6
4
2
0
Jan

Feb

Mar

Apr

May

Java programmers
Managers
Testing specialists

Jun

Jul

Aug

Business analysts
Administrative staff

Sep

Oct

Nov

Dec

Technical writers
Database analysts
209

Staff Acquisition
Staffing plans and good hiring procedures are important
in staff acquisition, as are incentives for recruiting and
retention
Some companies give their employees one dollar for
every hour a new person they helped hire works
Some organizations allow people to work from home as
an incentive
Research shows that people leave their jobs because they
dont make a difference, dont get proper recognition,
arent learning anything new, dont like their coworkers,
and want to earn more money
210

Resource Loading and Leveling

Resource loading refers to the amount of individual
resources an existing project schedule requires
during specific time periods
Resource histograms show resource loading
Over-allocation means more resources than are
available are assigned to perform work at a given
time

211

Sample Resource Histogram for a

Large IT Project

212

Sample Histogram Showing an

Overallocated Individual

213

Resource Leveling
Resource leveling is a technique for
resolving resource conflicts by delaying
tasks
The main purpose of resource leveling is to
create a smoother distribution of resource
usage and reduce overallocation

214

Resource Leveling Example

215

Team Development
It takes teamwork to successfully complete
most projects
Training can help people understand
themselves, each other, and how to work
better in teams
Team building activities include

physical challenges
psychological preference indicator tools
216

Meyers-Briggs Type Indicator (MBTI)

MBTI is a popular tool for determining
personality preferences and helping teammates
understand each other
Four dimensions include:
Extrovert/Introvert (E/I)
Sensation/Intuition (S/N)
Thinking/Feeling (T/F)
Judgment/Perception (J/P)
NTs or rationals are attracted to technology fields
217

Reward and Recognition Systems

Team-based reward and recognition systems can
promote teamwork
Focus on rewarding teams for achieving specific
goals
Allow time for team members to mentor and help
each other to meet project goals and develop human
resources

218

General Advice on Teams

Focus on meeting project objectives and producing
positive results
Fix the problem instead of blaming people
Establish regular, effective meetings
Nurture team members and encourage them to help
each other
Acknowledge individual and group accomplishments

219

Using Software to Assist in Human

Resource Management
Software can help in producing RAMS and
resource histograms
Project management software includes several
features related to human resource management
such as

viewing resource usage information

identifying under and over-allocated resources
leveling resources
220

Resource Usage View from

Microsoft Project

221

Resource Usage Report from

Microsoft Project

222

Project Resource Management Involves

Much More Than Using Software
Project managers must

Treat people with consideration and respect

Understand what motivates them
Communicate carefully with them

Goal is to enable project team members to

deliver their best work

223

Project Communications
Management

Importance of Good Communications

The greatest threat to many projects is a failure to
communicate
Our culture does not portray PM professionals as
being good communicators
Research shows that PM professionals must be able
to communicate effectively to succeed in their
positions
Strong verbal skills are a key factor in career
advancement for PM professionals
225

Project Communications Management

Processes
Communications planning: determining the
information and communications needs of the
stakeholders
Information distribution: making needed information
available in a timely manner
Performance reporting: collecting and disseminating
performance information
Administrative closure: generating, gathering, and
disseminating information to formalize phase or
project completion
226

Project Communication Management

227

Communications Planning
Every project should include some type of
communications management plan, a document that
guides project communications
Creating a stakeholder analysis for project
communications also aids in communications
planning

228

Communications Management Plan

Contents
A description of a collection and filing structure for
gathering and storing various types of information
A distribution structure describing what information goes to
whom, when, and how
A format for communicating key project information
A project schedule for producing the information
Access methods for obtaining the information
A method for updating the communications management
plans as the project progresses and develops
A stakeholder communications analysis
229

Sample Stakeholder Analysis for Project

Communications
Stakeholders

Document Name

Document
Format

Contact Person Due

Customer
Management

Monthly Status
Report

Hard copy

Gail Feldman,
Tony Silva

First of month

Customer
Business Staff

Monthly Status
Report

Hard copy

Julie Grant,

First of month

Customer
Technical Staff

Monthly Status
Report

E-mail

Internal
Management

Monthly Status
Report

Hard copy

Bob Thomson

First of month

Internal
Business and
Technical Staff

Monthly Status
Report

Intranet

Angie Liu

First of month

Training
Subcontractor

Training Plan

Hard Copy

Jonathan Kraus

11/1/1999

Software
Subcontractor

Software
Implementation
Plan

E-mail

Barbara Gates

6/1/2000

Jeff Martin
Evan Dodge,

First of month

Nancy Michaels

230

Information Distribution
Getting the right information to the right people at
the right time and in a useful format is just as
important as developing the information in the first
place
Important considerations include

using technology to enhance information distribution

formal and informal methods for distributing
information
231

Media Choice Table

232

The Impact of the Number of People on

Communications Channels

233

Performance Reporting
Performance reporting keeps stakeholders informed
about how resources are being used to achieve
project objectives

Status reports describe where the project stands at a

specific point in time
Progress reports describe what the project team has
accomplished during a certain period of time
Project forecasting predicts future project status and
progress based on past information and trends
Status review meetings often include performance
reporting
234

Administrative Closure
A project or phase of a project requires
closure
Administrative closure produces

project archives
formal acceptance
lessons learned

235

Suggestions for Improving Project

Communications

Manage conflicts effectively

Develop better communication skills
Run effective meetings
Use templates for project communications

236

Conflict Handling Modes, in Preference

Order
Confrontation or problem-solving: directly face a
conflict
Compromise: use a give-and-take approach
Smoothing: de-emphasize areas of differences and
emphasize areas of agreement
Forcing: the win-lose approach
Withdrawal: retreat or withdraw from an actual or
potential disagreement
237

Conflict Can Be Good

Conflict often produces important results, such as
new ideas, better alternatives, and motivation to
work harder and more collaboratively
Groupthink can develop if there are no conflicting
viewpoints
Research by Karen Jehn suggests that task-related
conflict often improves team performance, but
emotional conflict often depresses team
performance
238

Developing Better Communication

Skills
Companies and formal degree programs often
neglect the importance of developing speaking,
writing, and listening skills
As organizations become more global, they realize
they must invest in ways to improve
communication with people from different
countries and cultures
It takes leadership to improve communication
239

Running Effective Meetings

Determine if a meeting can be avoided
Define the purpose and intended outcome of the
meeting
Determine who should attend the meeting
Provide an agenda to participants before the meeting
Prepare handouts, visual aids, and make logistical
arrangements ahead of time
Run the meeting professionally
Build relationships
240

Using Templates for Project

Communications
Many technical people are afraid to ask for
help
Providing examples and templates for project
communications saves time and money
Organizations can develop their own
templates, use some provided by outside
organizations, or use samples from textbooks
241

Sample Template for a Project Description

242

Sample Template for a Monthly Progress

Report

243

Outline for a Final Project Report

244

Gantt Chart Template for a Class Project

245

Sample Template for a Project Web

Site

246

Developing a Communications
Infrastructure
A communications infrastructure is a set of tools, techniques,
and principles that provide a foundation for the effective transfer
of information
Tools include e-mail, project management software,
groupware, fax machines, telephones, teleconferencing
systems, document management systems, and word
processors
Techniques include reporting guidelines and templates,
meeting ground rules and procedures, decision-making
processes, problem-solving approaches, and conflict
resolution and negotiation techniques
Principles include using open dialog and an agreed upon
work ethic
247

Using Software to Assist in Project

Communications
There are many software tools to aid in project
communications
Microsoft Project 2000 includes several features to
enhance communications

248

Project Risk Management

Project Risk Management Processes

Risk Management Planning : deciding how to approach and plan the risk
management activities for a project
Risk Identification : determining which risks might effect the project and
documenting their characteristics
Qualitative Risk Analysis : performing a qualitative analysis of risks and
condition to prioritize their effect for project objectives
Quantitative Risk Analysis : measuring the probability and consequences
of risks and estimating their implications for project objectives
Risk Response Planning : developing procedures and techniques to
enhance opportunities and reduce threats to the project objectives
Risk Monitoring and Control : monitoring residual risks, identifying new
risks, executing risk reduction plans, and evaluating their effectiveness
throughout the project life cylce.
250

Project Risk Management

251

Project Risk Management

Risk management must be done during the

whole life of the project

All risks have a probability > 0 and < 100%

A risk event that has a probability = 100% is not
a risk

252

Risk Tolerance
Risks that may not be considered as important to
the project are :
Risks that have very high probabilities and
very low impacts, and
Risks that have very low probabilities and
very high impacts
Risks we need to worry about are those that have a
reasonably high probability and high impact
253

Steps in risk management

Practices
R is k I d e n t if ic a tio n
R is k A n a ly s is
R is k A s s e s s m e n t

R is k E x p o s u r e
R is k P r io r it iz a t io n

R is k M a n a g e m e n t
R is k R e d u c tio n
R is k C o n t r o l

C o n tin g e n c y P la n n in g
R is k M o n ito r in g
C o n tin u o u s R e a s s e s s m e n t
254

How to Identify Risks

Start with a typical list of software risks
Review development plan

Critical Paths
Critical Staff Members
Critical Vendor Deliveries
Critical Milestones

Review Requirements
Review Technical Design
Review Past Projects
255

How to Identify Risks

(Continued)
Conduct Risk Brainstorming Sessions with Staff,
Users, Vendors, Customers, and Management

Try to assess the direction of thinking by third parties as

they may give an indication of future requirements,
expectations, or vendor changes.
If your dependent on vendors, try to understand their
business situation.

Get as much input as possible!

256

Risks Identification Techniques

Documentation reviews
Brainstorming
Delphi technique
Nominal group technique
Crawford slip
Expert interviews
Analogy
257

Documentation review

Reviewing lessons learned and risk

management plans from previous projects
Reviewing WBS, contract obligations,
project baseline for scope, schedule and
budget, resource avaibilities, staffing plans,
suppliers

258

Brainstorming
Meeting is called to make a comprehensive
list of risks
participants : 10 to 15
The meeting < 2 hours
Participants can name risks
No discussion
Another participants give new ideas for
possible risks
259

Delphi Technique
Similar to brainstorming but the participants do not
know one another (anonymous)
useful if the participants are some distance away
(particularly using email)
Process :
Facilitator distributes quesionnaire to the
participants to submit risk ideas
Facilitator catagorize and clarify the responses,
then circulate to the participant for comments or
addition

260

Nominal Group Technique

The facilitator instructs each of the participants to
privately and silently list his or her idea on a piece of
paper
The facilitator takes each piece of paper and lists the
ideas on a flip chart or blackboard, then make
discussion
Now ranks the ideas in order of importance, again in
secret
This technique is faster and require less effort of the
facilitator than Delphi Tech.

261

Crawford Slip
It does not require as strong a facilitator as the other
techniques
It produces ideas very quickly < 1/2 hour
Process :
The facilitator asks question
The participants write down the answer
After one minute, the facilitator ask the same
question and the participants have to make different
answer
This is repeated 10 times
262

Analysis, Exposure, &

Prioritization
For Each Risk:

Determine Probability of Occurrence

Determine Impact

What is the likelyhood of occurrence?

What is the impact if it occurres?

Determine Exposure

What will we lose if the risk occurs?

For All Risks:

Prioritize

Where should we put our limited resources?

263

Analysis, Exposure,
Prioritization: How?
Various Techniques Available But Key is
Experience

Individual
Organizational

Dont Rely on Just Yourself - Get lots of

Inputs

264

Risk Assessment: A Simple

Classification & Tracking Method
Probability of
Occurrence vs Impact

Red - High
Yellow - Med
Green - Low

Review/Present Chart
Periodically

Higher Impact

Priorities

R is k # 4

R is k # 3

R is k # 2

Lower Impact

1 to 5 Scale
Impact

R is k # 1

R is k # 5

L o w e r P r o b a b ility

H ig h e r P r o b a b ilit y

P r o b a b ility o f O c c u r r a n c e
265

Risk Assessment:
Probability Methods
Can we quantitize the risk?
For Each Risk:

For Each Possible Action:

Estimate Probability of an Given Outcome P(O)

Estimate $ Loss of an Given Outcome L(O)
Multiply the P(O) by L(O) to give $ exposure for the unwanted outcome

Sum all $ exposures for each Possible Action

Compare the $ exposures
Calculate Risk Leverage

(Risk Exposure Before Reduction - Risk Exposure After Reduction) /

(Cost of Risk Reduction)
266

Example Risk Assessment

Using Probability Method
RISK
EXPOSURE
Find Critical Fault
P(O) = 0.75

Yes

L(O) = $0.5M

$0.375M

L(O) = $30M

$1.5M

No Critical Fault
P(O) = 0.20

L(O) = $0.5M

$0.10M

Find Critical Fault

P(O) = 0.25

L(O) = $0.5M

$0.125M

L(O) = $30M

$16.50M

L(O) = $0.5M

$0.10M

Don't Find Critical Fault

P(O) = 0.05

COMBINED
RISK
EXPOSURE
$1.975M

Do
Regression
Testing?

No

Don't Find Critical Fault

P(O) = 0.55
No Critical Fault
P(O) = 0.20

$16.75M

RISK LEVERAGE -> $14.775M

267

Risk Assessment Matrix

ChanceLMH

SeverityLMH

Detection
difficultyLMH

System
freezing

Low

High

High

Startup

User
backlash

High

M edium

M edium

Post
installation

Hadware
malfunctioning

M edium

High

High

Installation

Risk event

When

268

Risk Control
Risk Reduction
Contingency Planning
Monitoring

Risks Response
Planning

269

Risk Reduction
Avoiding Risk : Avoid the risk completely
Modifying project requirements
Transferring the Risk : Move the impact of the risk to
some other party
By allocation to other systems, Buying Insurance to
cover financial loses, Subcontracting
Mitigating the Risk : reduce the probability or impact of
the risk
adding additional tests, hiring duplicate suppliers,
adding more expert personnel, designing prototypes
performance bond, guarantees

270

Contingency Planning
Some risks cannot be reduced
Plan for risk occurrence
Why?

Reduces Crisis atmosphere

Reduces chance of mistakes
Reduces time to correct

271

Monitoring
Periodic Review of Risk Status

Changes in Probabilities or Impacts

Changes in Avoidance/Mitigation/Contingency Plans

Periodic Review of Project to Identify New Risks

Implementation of Risk Avoidance or Mitigation
Plans
Keep Management and Customers Informed!!!

Frequent Risk Reviews

272

Responses to Risk Matrix

Accept, reduce, Contingency

Risk event share, transfer
plan

Trigger

System
freezing

Reduce

Reinstall OS

Still frozen
after 1 hour

User
backlash

Reduce

Increase staff
support

Call from top

management

Hadware
malfunctioning

Transfer

Order different
brand

Replacement
doesn't work

273

Project Procurement Management

Project Procurement Management

Processes
Procurement Planning: determining what to procure and
when
Solicitation Planning : documenting product requirements
and identifying potential sources
Solicitation : obtaining quotations, bids, offer, or proposals,
as appropriate
Source Selection : choosing from among potential sellers
Contract Administration : managing the relationship with
the seller
Contract Closeout : completion and settlement of the
contract, including resolution of any open items.
275

Project Procurement Management

276

Risk sharing principles

Principles for allocating risk among the parties to a
project:

which party is the source of the particular risk and hence

best able to control the events that may lead to it
happening in the first place?
which party can be best manage the risk, if it occurs?
Is it or is it not preferable for the client to retain an
involvement in the management of the risk in questions?

277

Risk sharing principles

Principles for allocating risk among the parties to a
project:

if it cannot be controlled, which party can or should carry

the risk?
Will the cost incurred, or premium charged, by the
recipient of the risk be reasonable and cost-effective
will the recipient be capable of sustaining the
consequences of the risk, if it occurs?
Or will it lead to the possibility of the risk of a different
nature being transferred back again
278

Contract strategy considerations

Procurement strategy will depend upon:
type of project
particular emphasis in terms of scope
quality
time & cost
degree of uncertainty
279

Risk sharing principles

Scope of work
information

Very little

Partial

Complete

Uncertainty

High

Moderate

Low

Degree of risk

High

Medium

low

100%

0%

Agency (Buyer)

Suggested risk
allocation

Seller (Contractor)
0%

Contract types

CPPF

100%

CPIF

CPFF

FPPI

FFP
280

Project Integration Management

The Key to Overall Project Success:

Good Project Integration Management
Project managers must coordinate all of the
other knowledge areas throughout a projects
life cycle
Many new project managers have trouble
looking at the big picture and want to focus
on too many details

282

Project Integration
Management Processes
Project Plan Development: taking the results
of other planning processes and putting them
into a consistent, coherent documentthe
project plan
Project Plan Execution: carrying out the
project plan
Integrated Change Control: coordinating
changes across the entire project
283

Project Integration
Management Overview

Note: The PMBOK Guide includes similar charts for each knowledge area.
284

Framework for Project Integration

Management
Focus on pulling everything together to reach project success!

285

Project Plan Development

A project plan is a document used to coordinate
all project planning documents
Its main purpose is to guide project execution
Project plans assist the project manager in leading
the project team and assessing project status
Project performance should be measured against a
baseline project plan

286

Attributes of Project Plans

Just as projects are unique, so are project plans
Plans should be dynamic
Plans should be flexible
Plans should be updated as changes occur
Plans should first and foremost guide project
execution
287

Common Elements of a Project

Plan
Introduction or overview of the project
Description of how the project is organized
Management and technical processes used on
the project
Work to be done, schedule, and budget
information
288

Sample Outline for a Software Project

Management Plan (SPMP)
Introduction

Section
Topics

Project
overview;
project
deliverables;
evolution of
the SPMP;
reference
materials;
definitions and
acronyms

Project Management Plan Sections

Project
Managerial
Technical
Organization
Process
Process
Process model;
organizational
structure;
organizational
boundaries and
interfaces;
project
responsibilities

Management
objectives and
priorities;
assumptions,
dependencies,
and
constraints;
risk
management;
monitoring
and
controlling
mechanisms;
and staffing
plan

Work
Packages,
Schedule, and
Budget
Methods, tools, Work
and
packages;
techniques;
Dependencies;
software
resource
documentation; requirements;
and project
budget and
support
resource
functions
allocation;
and schedule

IEEE Std 10581-1987

289

Stakeholder Analysis
A stakeholder analysis documents important
(often sensitive) information about
stakeholders such as

stakeholders names and organizations

roles on the project
unique facts about stakeholders
level of influence and interest in the project
suggestions for managing relationships
290

Sample Stakeholder Analysis

Ahmed
Organization Internal
senior
management
Role on
project

Unique facts

Level of
interest
Level of
influence

Sponsor of
project and
one of the
company's
founders
Demanding,
likes details,
business
focus,
Stanford
MBA
Very high
Very high;
can call the
shots

Key Stakeholders
Susan
Erik
Project team Project team

Mark
Hardware
vendor

DNA
sequencing
expert

Lead
programmer

Supplies
some
instrument
hardware

Very smart,
Ph.D. in
biology,
easy to work
with, has a
toddler
Very high

Best
programmer
I know,
weird sense
of humor

Start-up
company, he
knows we
can make
him rich if
this works
Very high

Subject
matter
expert;
critical to
success
Suggestions Keep
Make sure
on managing informed, let she reviews
relationship him lead
specification
conversation s and leads
s ,do as he
testing; can
says and
do some
quickly
work from
home

High
High; hard
to replace

Low; other
vendors
available

Keep him
happy so he
stays;
emphasize
stock
options;
likes
Mexican
food

Give him
enough lead
time to
deliver
hardware

David
Project
manager for
other
internal
project
Competing
for company
resources
Nice guy,
one of oldest
people at
company,
has 3 kids in
college
Low to
medium
Low to
medium

He knows
his project
takes a back
seat to this
one, but I
can learn
from him

291

Project Plan Execution

Project plan execution involves managing and
performing the work described in the project
plan
The majority of time and money is usually
spent on execution
The application area or the project directly
affects project execution because the products
of the project are produced during execution
292

Important Skills for Project

Execution
General management skills like leadership,
communication, and political skills
Product skills and knowledge
Use of specialized tools and techniques

293

Tools and Techniques for

Project Execution
Work Authorization System: a method for
ensuring that qualified people do work at the
right time and in the proper sequence
Status Review Meetings: regularly scheduled
meetings used to exchange project information
Project Management Software: special
software to assist in managing projects

294

Integrated Change Control

Integrated change control involves identifying,
evaluating, and managing changes throughout the
project life cycle (Note: 1996 PMBOK called this
process overall change control)
Three main objectives of change control:
Influence the factors that create changes to
ensure they are beneficial
Determine that a change has occurred
Manage actual changes when and as they occur
295

Integrated Change Control Process

296

Change Control on Projects

Former view: The project team should strive to do
exactly what was planned on time and within budget
Problem: Stakeholders rarely agreed up-front on the
project scope, and time and cost estimates were
inaccurate
Modern view: Project management is a process of
constant communication and negotiation
Solution: Changes are often beneficial, and the
project team should plan for them
297

Change Control System

A formal, documented process that describes
when and how official project documents and
work may be changed
Describes who is authorized to make changes
and how to make them
Often includes a change control board
(CCB), configuration management, and a
process for communicating changes
298

Change Control Boards (CCBs)

A formal group of people responsible for
approving or rejecting changes on a project
Provides guidelines for preparing change
requests, evaluates them, and manages the
implementation of approved changes
Includes stakeholders from the entire
organization
299

Making Timely Changes

Some CCBs only meet occasionally, so it may take
too long for changes to occur
Some organizations have policies in place for timesensitive changes

48 hour policy allowed project team members to make

decisions, then they had 48 hours reverse the decision
pending senior management approval
Delegate changes to the lowest level possible, but keep
everyone informed of changes
300

Configuration Management
Ensures that the products and their descriptions
are correct and complete
Concentrates on the management of technology
by identifying and controlling the functional and
physical design characteristics of products
Configuration management specialists identify
and document configuration requirements,
control changes, record and report changes, and
audit the products to verify conformance to
requirements
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Suggestions for Managing

Integrated Change Control

View project management as a process of constant

communications and negotiations
Plan for change
Establish a formal change control system, including a Change
Control Board (CCB)
Use good configuration management
Define procedures for making timely decisions on smaller
changes
Use written and oral performance reports to help identify and
manage change
Use project management and other software to help manage
and communicate changes
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Output

Total Review
Project Management Process
Formal
Acceptance and
Closure

Project Charter

Initiatio
n

Plannin
g

Project Plan Supporting Details:

&
Project Stakeholders List, Project Team List, Statement
of Work , Statement of Work Deliverable Review
Form , Scope Management Plan, Scope Change,
Communica-tions/Reporting Plan, Assessment
Checklist, Concern List, Heads-Up Report , Product
Acceptance , Project Activity Schedule , Project
Planning Checklist , Project Reporting Methods ,
Quality Review Checklist - Project Definition , Risk
Management Plan , Project Risk Assessment ,
Generic Project Risk Factor , Tasklist and Timeline

Executio
n

Controllin
g

Closing

Post
Project
Review

Post Project
Review
Report

Project Change Control Form , Problem and Change Record Form ,

Project Change Request Form , Project Change Request Summary
Sheet , Revision Record , Project Details , Progress Report, Monthly
Status Report , Project Task Progress Report, Meeting Agenda and
Minutes Meeting Action Items , Meeting Evaluation

303