Project Management Tools and Techniques.pdf
- 1. Break Timer Project Management Tools and Techniques An Introductory Course in Project management Foundations Training to capstone faculty by Skill Right Sponsored by Texas Instruments, Inc. Minor modifications by Nayda Santiago
- 2. Break Timer What Is Project Management? “Project management is the application of knowledge, skills, tools, and knowledge, skills, tools, and techniques techniques to project activities in order to meet or exceed stakeholder needs meet or exceed stakeholder needs and expectations and expectations.” Source: Project Management Institute
- 3. Break Timer Benefits of Project Management Enables completion of projects in the shortest time possible while balancing cost and quality Enhances staffing flexibility and can help accomplish more work with fewer resources Provides timely information to multiple levels of the organization in consistent formats Enhances decision making based on facts and project information Enhances ability to achieve business objectives and goals
- 4. Break Timer What Is a Project? “A project is a temporary endeavor temporary endeavor undertaken to create a unique product or unique product or service service.” Source: PMI
- 5. Break Timer Project Characteristics Has a goal/meets a need Is a set of related activities that are non- recurring Has a definite beginning and end Has clearly defined goals and deliverables Consumes resources Needs to be managed
- 6. Break Timer Project Manager “The person who is responsible for the project and will be held accountable for its success or failure.”
- 7. Break Timer The Triple Constraint C o s t C o s t Q u a l i t y Q u a l i t y Schedule Schedule Within Available Resources Project Scope Project Scope
- 8. Break Timer Balancing the “Project Success Triangle” A clear understanding of customer priorities “People” skills Thorough planning An organized, structured process
- 9. Break Timer Project Management Process Initiation Planning Execution Controls Closeout Source: PMBOK To help guide you To help guide you through the process through the process you need a you need a roadmap of some roadmap of some type type … …
- 10. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Responsibility Matrix Purpose Project Background Project Deliverables Work Breakdown Structure R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT
- 11. Break Timer Goals of the Project Management Roadmap Meet customer expectations. Work within organizational constraints. Continuously improve the process. Control the cost of Change Change
- 12. Break Timer The Cost of Change Cost of Change Project Phases Project Completion Implementation Design Definition Concept
- 13. Break Timer Project Stakeholders What is a project stakeholder? If you can gain or lose from the success or failure of a project, you have a “stake” in the project.
- 14. Break Timer Key Project Stakeholders Customer/client Project sponsor Project manager Project team
- 15. Break Timer Project Manager Define and manage customer expectations. Coordinate development of the project plan. Monitor and control project work according to the approved plan. Communicate project status by preparing status reports and conducting progress review meetings. Establish and follow a change management process. Lead the project team and resolve conflicts between team members. Maintain the project notebook. Conducting project close-out activities.
- 16. Break Timer Project Manager Skills Leadership Communications Organizing Negotiating Managing conflict Motivating Controlling Team building Planning Directing Problem solving Coaching Delegating Supporting The skill set for a good general manager!! The skill set for a good general manager!!
- 17. Break Timer Project Team Members Identify work tasks Estimate the duration of work tasks Help prepare the project network diagram Honestly report work status Keep the project manager informed on project issues Attend scheduled progress review meetings Raise issues important to the project’s success Keep their functional managers updated Participate in the project close-out
- 18. Break Timer
- 19. Break Timer The Project Team Team selection and the strength of the Team selection and the strength of the team depends on the company team depends on the company’ ’s s type of Project Organization! type of Project Organization! How are project teams formed? Luck of the draw? Careful selection process?
- 20. Break Timer Organizational Breakdown Structure (OBS) Civil Engineering Electrical Engineering HVAC Design Project Administration Project Manager
- 21. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Budget TIME LEADERSHIP COMMUNICATION P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Statement of Work Purpose Project Background Project Deliverables
- 22. Break Timer Why Plan? “The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of worry and depression.” John Preston, Boston College
- 23. Break Timer Project Plan Contents Statement of work (SOW) Work breakdown structures (WBS) Responsibility assignment matrices Project schedule Resource plans/histograms Budget Risk management plan Communications plan Quality plan Verification and validation plan
- 24. Break Timer Project Plan Benefits Provides an effective communication tool to ensure understanding of project goals and the means to achieve them Defines outcomes and commitments Establishes guidelines and standards Establishes the baseline for evaluating and reporting progress Forms the basis for scope control and change management
- 25. Break Timer Project Notebook Project Pre-plan Background information Customer data Third-party data (vendors, suppliers, etc.) Project Plan Statement of Work (SOW) Work Breakdown Structure (WBS) Organization/responsibility charts Schedule data Budget/capital plan Risk management Project Implementation Meetings (agenda/minutes) Team/management/customer/third party progress reports Customer change requests/decision matrix issue resolution forms/reports Project Close-out Final evaluation of measurable success indicators Close-out meeting (agenda/minutes) Final project report Reference letters Lessons learned Project Administration Contractual documents Invoices Expenses Correspondence Contact log
- 26. Break Timer Statement of Work — Purpose Define the scope of the project Establish customer expectations Serve as a “contract” if necessary
- 27. Break Timer A Good SOW will answer … What is the purpose or goal of the project? Why is the project being done? Who is the initial customer? Who is the end user or final customer? What are the customer deliverables? What technical support is required for the deliverables?
- 28. Break Timer And continue to answer … What is the budget? What is the final date for the deliverables? What are the measurable success indicators (metrics)? What kind of support is required from the customer? What contingency plans are in place?
- 29. Break Timer SOW — Generic Contents Customer Project Title Purpose Background Deliverables Measurable success indicators Customer support Risk plans
- 30. Break Timer Statement of Work - Page 1 STATEMENT OF WORK Date: Immediate Customer: Contributors: Final End User: PROJECT TITLE: PURPOSE: The purpose of the project is the goal; why you are doing the project. This should be clearly stated. The project title should be a short, concise statement that defines the project. Form completion date Person or organization requesting the work Person or organization who will use the results of the project People who helped write the statement of work
- 31. Break Timer PROJECT BACKGROUND: The project background should contain information pertaining to the history of the project. It also includes a statement that justifies the project. For a first draft, brief statements are acceptable. Formal statements of work are usually in paragraph form. Supply information that explains the philosophy behind the project. Also describe what makes the project unique/special. This information can be used later to: – Leverage resources – Gain support from external organizations/departments Many of the statements made in the background section must be substantiated in the measurable success indicators section of the statement of work. The project background includes the following key elements: History Justification Some examples on the type of information to include in the project background section include: Meet safety requirements Support business plan Meet quality requirements Meet customer expectations Improve performance/efficiency – Accommodate management directives – Accommodate changes Consequences Uniqueness of project
- 32. Break Timer DELIVERABLES: Deliverables are the outputs of the project. They are what is promised to the customer. Deliverables are written as nouns. They are things. Quantities must be identified in this section. Include the major elements of the deliverables. It is important to be very clear in the deliverables section. Misinterpretation of project deliverables can establish incorrect customer expectations. The following are examples of deliverables: Parts Prototypes Procedures Equipment Installation of equipment Written reports Test results Training Specifications Technical drawings Plans
- 33. Break Timer STATEMENT OF WORK (Page 2) MEASURABLE SUCCESS INDICATORS: Measurable success indicators include concise, measurable, information that will be used to determine if a project was successful. Measurable success indicators must substantiate any statements made in the background section. Include what is known about quality, cost, and schedule expectations. Examples of measurable success indicators include: Complete project in three months Reduce mass by 30% Complete ROI for initial expenditure by Nov. 30, 20xx Achieved $1.00 reduction in piece cost Demonstrate meeting of EPA Standard # xxxx New process will require two fewer operators Stay within budget of $275,000.00 Two specific measurable success indicators which are most important in terms of seeing the “big picture” of a project are: Overall schedule Budget It’s also important to note any key milestone dates that have been established. “SMART” is an acronym used to help write good measurable success indicators for a project. The words which comprise the acronym SMART are: Specific Measurable Agreed upon Realistic Time (cost) framed Quality Quality C o s t C o s t S c h e d u l e S c h e d u l e
- 34. Break Timer Smart Measurable Success Indicators (SMART) S - Specific M - Measurable A - Agreed upon R - Realistic T - Time and cost framed
- 35. Break Timer PROJECT RISK PLANS: The customer support area provides a means to list the items and services that must be provided by the customer/sponsor to ensure the success of the project. Examples include: Drawings Subject matter experts Equipment CUSTOMER SUPPORT: The last section of the statement of work is the risk plan. Risk plans consider the possibility of an event occurring that would drastically alter the schedule, budget, or quality of the project. Identify what is likely to go wrong, and also what can have the most impact. Ask “What can go wrong?” “How will I handle it?” Put your statements in “If ______, then ______.” format Examples of risk plans are: If a labor strike occurs, then outsource production. If supplier cannot ship materials in time, then contact another vendor. If design freeze date is not maintained, then use current product design. Computer time Photocopying Phone/secretarial support
- 36. Break Timer Exercise Prepare a Statement of Work Prepare a Statement of Work
- 37. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Budget TIME LEADERSHIP COMMUNICATION P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Work Breakdown Structure
- 38. Break Timer Work Breakdown Structure— Purpose Identify all of the work that needs to be done to complete the project. Structure the work into logical components and subcomponents. Define the work to a level of detail so individual responsibilities can be assigned. Summarize and report project data.
- 39. Break Timer Representative Work Breakdown Structure TASK (WORK PACKAGE) ACTIVITY TASK (WORK PACKAGE) ACTIVITY DELIVERABLE PHASE FUNCTION CHUNK OF WORK PROJECT MANAGEMENT TITLE Level IV (Action Verbs) Level I (Noun) Level II (Noun) Level III (Action Verbs)
- 40. Break Timer Automotive WBS Chassis Body Block Design Build Test Pistons Oil Pan Engine Transmission Powertrain Electrical Building a Car Level 1 Level 2 Level 3 Level 4 Level 5 Work Packages
- 41. Break Timer WBS Work Package – Level of Detail WHO WHO will be the responsible individual or organization? How much TIME TIME will the activity take? What COST is associated with accomplishing the activity? Can PROGRESS be tracked easily?
- 42. Break Timer WBS — Outlining Approach I. Main Project Deliverable A. Major Element 1. Activity 2. Activity a. task b. task c. task 3. Activity B. Major Element 1. Activity 2. Activity Level 4 Level 4 Level 1 Level 1 Level 2 Level 2 Level 3 Level 3 Level 2 Level 2 Level 3 Level 3 Level 3 Level 3 3-4-10 The outline approach is used by Microsoft® Project®
- 43. Break Timer Exercise Create a WBS Create a WBS
- 44. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Budget TIME LEADERSHIP COMMUNICATION P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Responsibility Matrix R A A S S R
- 45. Break Timer Responsibility Assignment Matrix (RAM) — Purpose Ensure that all tasks are assigned to people Show levels of involvement of people to work
- 46. Break Timer Responsibility Assignment Matrix R - RESPONSIBLE A - APPROVE S - SUPPORT (DOES THE WORK) I - INFORM C - CONSULT LEGEND S S S I S IDENTIFY POTENTIAL MARKET IDENTIFY SURVEY POPULATION DEVELOP SURVEY TEST SURVEY ON SAMPLE FINALIZE SURVEY CONDUCT SURVEY COLLECT SURVEY ANALYZE DATA REPORT RESULTS AND SUGGESTION C C R R R R R R R I I A I I A S S S S S S S R/S S R I I I I A CUSTOMER TEAM MEMBER SENIOR MANAGEMENT SUPPORT STAFF PROJECT MANAGER MARKETING STUDY RASIC Method
- 47. Break Timer RASIC Coding System R = Responsible Ensures that the assigned work is completed, responsible for the delivery. A = Approve Approves that the work meets all requirements. S = Support Does the work. Committed to its completion I = Inform Is kept informed of work status, no decision making C = Consult Is consulted on the work. Provides input.
- 48. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Budget TIME LEADERSHIP COMMUNICATION P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Gantt Network
- 49. Break Timer Project Schedule — Purpose Determine if requested completion date is possible. Identify start and completion dates of all work. Determine the controlling sequence of activities. Provide data for resource allocation. Track progress by providing a baseline.
- 50. Break Timer Scheduling Step 1: Step 1: Estimate Activity Durations Step 2: Step 2: Determine Activity Sequence By Creating a Network Diagram Step 3: Step 3: Calculate the Schedule Using Critical Path Method (CPM) Procedures Step 4: Step 4: Show the Schedule by Drawing Gantt and/or Milestone Charts
- 51. Break Timer Estimate activity duration Expert judgment Individuals who have performed similar activities. Analogous estimating Use similar projects to estimate this one. Three point estimate (PERT – project evaluation and review technique) 6 optimistic ) realistic times 4 ( c pessimisti estimate + + =
- 52. Break Timer WBS/Network Diagram Linkage b d a c f g j i e h j a c f g i b d e h
- 53. Break Timer Network Diagram Methods Precedence Diagram Method A B C D J E F G H I Arrow Diagram Method A B C D E F G H I J
- 54. Break Timer Precedence Diagram Method Logic Connection Activity A B C D E F G H I J
- 55. Break Timer What’s is the Critical Path? Path with least slack Path with longest duration Critical Path Method is a project management technique that analyzes what activities have the least amount of scheduling flexibility (i.e., are the most mission-critical) and then predicts project duration schedule based on the activities that fall along the “critical path.” Activities that lie along the critical path cannot be delayed without delaying the finish time for the entire project.
- 56. Break Timer Project X — Critical Path Solution Activity Name Float Duration ES EF LS LF E 4 B 1 F 3 J 1 I 2 G 2 C 3 A 2 D 1 H 1 3 7 5 9 2 3 7 8 3 6 4 7 0 2 0 2 2 5 2 5 5 7 5 7 7 9 7 9 9 10 9 10 2 3 3 4 5 6 8 9 2 1 1 0 0 0 0 0 5 3
- 57. Break Timer Enhanced Gantt Chart Jan Feb Mar April May June Task A Task B Task C Task D Task E Task F - Non-Critical - Slack/Float - Critical
- 58. Break Timer Project X — Gantt Chart Solution Duration Time 10 7 6 5 4 3 2 1 8 9 Activity A B C D E F G H I J 2 1 3 1 4 3 2 1 2 1 - Non-Critical - Slack/Float - Critical
- 59. Break Timer Exercise Prepare a project schedule for your project.
- 60. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Budget TIME LEADERSHIP COMMUNICATION P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Resource Plan
- 61. Break Timer Assigning Resources A schedule is not complete until all the resources necessary to complete the project have been committed or assigned.
- 62. Break Timer Factors to Consider Availability of other resources Depletion of available float time Impact on critical path Impact on budget
- 63. Break Timer Non-Labor Resources Lab time Facilities Prototype parts/systems Equipment Materials Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Budget TIME LEADERSHIP COMMUNICATION PR O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Resource Plan
- 64. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION Budget TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Budget TIME
- 65. Break Timer Estimating costs The costs of a project are derived from the WBS, schedule, resources, and risks. Include Labor Equipment–remember S/H Supplies –remember S/H Materials–remember S/H Travel Training Overhead Contingency plan Source: PMI
- 66. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Budget TIME LEADERSHIP COMMUNICATION P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT
- 67. Break Timer What Is Risk? Risk can be defined as: “Any threat to project success.”
- 68. Break Timer C o s t C o s t Q u a l i t y Q u a l i t y Schedule Schedule Within Available Resources Project Scope Project Scope Project Risk
- 69. Break Timer Risk Management “Risk Management is the art and science of identifying, analyzing and responding to risk factors throughout the life of the project and in the best interests of its objectives.” Source: PMI
- 70. Break Timer Risk Plan Development Risk Identification Risk Quantification Response Development Risk Monitoring
- 71. Break Timer Prioritizing Planning PRIORITY 2 RISKS (High Probability) (Low Impact) Reactive Measures PRIORITY 1 RISKS (High Probability) (High Impact) Proactive and Reactive Measures PRIORITY 3 RISKS (Low Probability) (Low Impact) Monitor Only PRIORITY 2 RISKS (Low Probability) (High Impact) Reactive Measures Negative Impact on Scope/Quality/Cost/Schedule (Risk Event Value) Low High Medium 100% 50% 0% Probability of Occurrence
- 72. Break Timer End of Planning Phase
- 73. Break Timer Project Implementation Project Management Process Initiation Planning Execution Controls Closeout Source: PMBOK
- 74. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Responsibility Matrix Purpose Project Background Project Deliverables Work Breakdown Structure R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT
- 75. Break Timer Implementation Model Step 1 Perform Tasks Step 3 Manage Change Step 4 Update the Plan Step 2 Track Progress Resolve Resolve Issues Issues
- 76. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT
- 77. Break Timer Reporting Project Progress Progress review meeting Project reports
- 78. Break Timer Project Progress Review Meetings Review of action items from last meeting Update on activities and schedule Problem identification and corrective action planned Review of issues (closed, open, new) Change request status Risk status Plan for next period
- 79. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Track Progress
- 80. Break Timer Project Tracking and Control Step 4 Update the Plan Step 1 Perform Tasks Step 3 Manage Change Step 2 Track Progress Resolve Resolve Issues Issues
- 81. Break Timer Compare Progress to Plan Quality reviews Gantt schedule performance charts Cost performance charts
- 82. Break Timer Cost Performance $89,000 10 $83,000 9 $80,000 8 $64,000 7 $54,000 6 $66,000 $44,000 5 $48,000 $30,000 4 $30,000 $18,000 3 $16,000 $6,000 2 $8,000 $3,000 1 Actual Costs Planned Value Week
- 83. Break Timer Cost Performance Chart $0 $10 $20 $30 $40 $50 $60 $70 $80 $90 $100 Weeks Total Costs (X1000) PV 3 6 18 30 44 54 64 80 83 89 AC 8 16 30 48 66 1 2 3 4 5 6 7 8 9 10
- 84. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Manage Change
- 85. Break Timer Managing Project Change Step 4 Update the Plan Step 1 Perform Tasks Step 3 Manage Change Step 2 Track Progress Resolve Resolve Issues Issues
- 86. Break Timer Categories of Change Customer requested Typically the largest source of change All others Internal company requests Government regulation Team members Changes
- 87. Break Timer Addressing Project Changes Call a team meeting. Explain what the change is. Obtain feedback from team members. Identify alternative corrective options. Prepare a decision matrix. Select a recommended option(s). Present information to upper management/customer. Implement the approved course of action.
- 88. Break Timer 4-5-1 Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Resolve Issues
- 89. Break Timer Issue Resolution Disagreements that should be … Documented Assigned Scheduled Tracked Escalated Resolved
- 90. Break Timer 4-6-1 Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Budget Resource Plan Update Plan Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Update Plan
- 91. Break Timer Plan Updates Step 4 Update the Plan Step 1 Perform Tasks Step 3 Manage Change Step 2 Track Progress Resolve Resolve Issues Issues
- 92. Break Timer Closeout Project Management Process Initiation Planning Execution Controls Closeout Source: PMBOK
- 93. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Responsibility Matrix Purpose Project Background Project Deliverables Work Breakdown Structure R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT
- 94. Break Timer Project Manager’s Role During Project Close-Out Ensure that all project deliverables have been completed and formally accepted by the customer. Determine if the measurable success indicators were achieved. Conduct project close-out meetings, both internal and external. Write the final project report. Document and share lessons learned.
- 95. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Evaluate Success
- 96. Break Timer Evaluating Project Success Project purpose Deliverables Measurable success indicators Quality Schedule Cost
- 97. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Conduct Close-Out Meeting
- 98. Break Timer Informal Project Team Close- Out Meeting Brainstorm to identify what went right with the project. Brainstorm to identify what went wrong with the project. List ideas for improvements. List ideas for ensuring that what went right happens again. Recognize the accomplishments of individuals.
- 99. Break Timer Close-Out Meeting Agenda Review project statement of work. Review actual deliverables and show how project met its measurable success indicators. Summarize what was done well. Identify areas for improvement. Request recommendations for improvement. Determine if any additional tasks are required to complete the project.
- 100. Break Timer Close-Out Meeting Agenda (continued) List additional tasks, responsible persons, and due date. Document lessons learned for the project notebook. Discuss the project notebook availability to appropriate personnel for future projects. Evaluate subcontractor performance.
- 101. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Purpose Project Background Project Deliverables Work Breakdown Structure Responsibility Matrix R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT Share Lessons Learned
- 102. Break Timer Sharing Lessons Learned Lessons Learned Database Categorized electronic project information database Continuous Improvement Recommendations Project Management Process Forms Standards
- 103. Break Timer Share Lessons Learned Evaluate Success Conduct Close-Out Meeting Roadmap to Project Management Success Form Project Team Statement of Work Responsibility Matrix Purpose Project Background Project Deliverables Work Breakdown Structure R A A S S R Network Gantt Budget Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks LEADERSHIP COMMUNICATION TIME P R O J E C T N OTEBOOK ME E T I N G S RE P O R T S L E S S O N S LEARNED PLAN IMPLE M E N T C L O S E - O UT