PROJECT MANAGEMENT_Framework.pdf
- 1. PROJECT MANAGEMENT PROJECT MANAGEMENT Framework 3/3/2011 By Karla Campbell Project Manager PMP Certificated UCOP
- 2. Topics 2 Definitions 1. Benefits Of Project Management 3. Roles 2. Definitions 4. Project Process Groups 5. Best Practices 7 Appendix (Templates) 6. Tools and Services 2 7. Appendix (Templates)
- 3. Wh t th b fit t P j t M t? 1. Benefits of Project Management • What are the benefits to Project Management? – Ability to balance competing demands – Clear and understood project scope and problem p j p p statement – Identification of project risks with documented strategies – Consistent method for monitoring and controlling project deliverables and milestones milestones – Improved communication among project team, executive sponsor, leadership and stakeholders stakeholders – Ability to measure project performance – Early Identification of potential problems U d t di f i t t ti li d iti l 3 – Understanding of impact to timeline and critical path when deliverables are changed
- 4. 2. Definitions Wh t i P j t? • What is a Project? – A Project is a temporary endeavor undertaken to create a unique product or service. • What is Project Management? j g – Is the process of using proven tools and techniques to manage the scope, time and cost of a project. Value Scope Any change to one will effect the others 4 Any change to one will effect the others All sides are equal
- 5. • Baseline 2. Definitions Baseline – Original approved Project Scope, timeline and cost, a place • Gantt Chart – Graphic display of activities in the schedule represented by bars charts • Issue – Topic or point that is in question or dispute, a matter that is not settled or clear. Best Practices are to state it as a question (see Appendix for template) • Milestone • Milestone – A significant activity or event in the project • Scope – A paragraph describing the characteristics of a project and sum of the p g p g p j product or services. If a date is a driver or budget is a driver put this in the scope definition – It is equally important to have a paragraph or bullets on what is out scope, this may be difficult in the beginning of the project but as the project this may be difficult in the beginning of the project but as the project develops this will become more clear • SME (Subject Matter Expert) – Is a person who exhibits the highest level of expertise in performing a specialized job task or skill within an organization 5 specialized job, task, or skill within an organization – Functional teams are usually formed through subject matter expertise
- 6. • Stakeholders 2. Definitions – Person or organization (e.g., customer, sponsor, another organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables Ri k • Risk – An event or condition that may occur and it may have a positive or negative impact on the project. • How to determine Priority (see Appendix for template) y – Impact – what is the impact if this risk was to occur – Probability – what is the likelihood this risk will occur • Risk Strategies – Mitigation - reduce impact and if possible probability – Avoidance- avoiding or eliminating the cause – Transference – shifts impact and transfer risk to a third party – Acceptance - no plans - willing to accept consequences – Acceptance - no plans - willing to accept consequences • WBS – Work Breakdown Structure – Hierarchical representation of deliverables; each level represents more detail and definition. Great tool in planning or 6 laying out the project schedule; and can assist in identify stakeholders (see Appendix for template)
- 7. • What are all the roles you will need on a project team? 3. Roles y p j – Executive Steering Committee • Provides a stabilizing influence so organizational concepts and directions are established and maintained with a visionary view; provides insight on long-term strategies in support of legislative mandates; ensure business objectives are being adequately addressed mandates; ensure business objectives are being adequately addressed and the project remains under control – Executive Sponsor • Provides the official backing, resources , strategic direction and approval of the project. Helps project owner navigate through political pp p j p p j g g p environment and monitors political environment to help project adjust; owns the final product; signs off on charter and scope objectives – Project Owner • Overall responsibility for project implementation: Keeps the project on track b meeting ith project manager on a – Keeps the project on track by meeting with project manager on a consistent basis; provides and locates resources for the project and resolves any resource allocation issues; when roadblocks occur for team - prevent scope and schedule creep; decision maker on day to day activities; escalates issues or concerns to the executive sponsor; ensures executive sponsor is briefed on status of project ensures executive sponsor is briefed on status of project – Responsibility of the planning and execution of any project to meet the project objectives; Prepares project documentations for input and sign off; Tracks and monitors project progress; Escalate issues and risks to and from the core project team to Executive Sponsor for decisions; Responsible for the proper closing of a project; Maintains an objective 7 Responsible for the proper closing of a project; Maintains an objective point of view through out the project
- 8. 4. Process Groups • Project Management Process Groups Initiating Planning Monitoring Monitoring & Controlling Executing Closing 8
- 9. 4. Process Groups • INITIATING – Recognizing that a project is worth doing – Determining what the project should accomplish Defining the overall project goal – Defining the overall project goal – Defining general expectations of customers, management or other stakeholders management, or other stakeholders – Defining the general project scope and problem statement – Selecting initial members of the project team – Deliverable = Project Charter 9
- 10. 4. Process Groups • PLANNING – Refining the project scope – Listing tasks and activities – Sequencing activities q g – Developing a workable schedule and budget g – Assigning resources to the activities – Getting the plan approved “baseline” g p pp – Deliverable = Project Management Plan 10
- 11. 4. Process Groups • EXECUTION – Leading the team M ti ith t b – Meeting with team members – Communicating with stakeholders – Resolving conflicts that always arise during a – Resolving conflicts that always arise during a Project – Approve change request pp g q – Securing necessary resources (money, people, equipment) to carry out the project plan – Deliverable = RFQ/RFP or Distribution of the schedule issues and risks on a weekly basis 11 schedule, issues and risks on a weekly basis
- 12. 4. Process Groups • MONITORING and CONTROLLING – Monitoring deviations in budget or schedule – Taking corrective action – Evaluating potential impacts of project Initiating change request process – Initiating change request process – Rescheduling the project activities – Adapting resource levels Adapting resource levels – Adjusting project goals (as long as you have revisited planning) – Getting changes approved by stakeholders – Updating project documentation D li bl P ti 12 – Deliverable = Progress reporting
- 13. 4. Process Groups • CLOSING – Validating the last of the tasks are l t i th j t l complete in the project plan – Releasing resources Lessons learned – Lessons learned – Final vendor payment Writing a final project report – Writing a final project report – Sponsor sign off – Closing out the files – Closing out the files – Deliverable = Transition or turnover plan to production support; a Lesson Learned 13 p pp ; document
- 14. 1 Component Comments Initiating Sponsor/Owner of product or service Problem Statement should be included in the 5. Best Practices Initiating Sponsor/Owner of product or service Project Charter/Business Need Problem Statement should be included in the Project Charter Planning Kick Off Meeting Stakeholders identified Core Project Team Identified You may have several Kick Off Meetings; •Senior Management; Executive Steering •Core Project Team •Stakeholders Planning Project Scope; includes out of scope Success Criteria Assumptions Constraints Documents •Project Scope •If the project does not have a project charter problem statement Constraints Requirements Roles and Responsibilities Communication Plan Timeline I project charter, problem statement must be included in the project scope Issues Risks Cost/Budget Execution Team Meetings Change Request form Updating Issues, Risk Managing RFQ/RFP Monitoring Controlling Progress Reports Executive Summary Reconciling back to scope and problem statement 14 Reconciling back to scope and problem statement Closing Contracts Closed Turnover documents completed Lessons Learned meetings Team Celebrations Important to celebrate successes throughout the project as well as tracking lessons learned! 16
- 15. 6. Tools and Services Microsoft Checklist Project j Assistance •Word •Excel •Visio •Project Checklist (see page 14) •Templates •Karla Campbell (karla.campbell@uc op edu) •PowerPoint •Project (see Appendix) op.edu) 510-987-0707 •Project Management Management Institute (PMI)pmi.org 15
- 16. 7. Appendix – WS SHIP Project Structure Ad i G E i S i C i L d S ff Advisory Group (COC, COVC, COVCA, CUCSA, ITLC, etc.) Executive Steering Committee: Brostrom, Gottfredson, Plotts, Taylor, & White Lead Staff (Reese, Crowder, Baird) E i S UCOP Campuses State of CA Executive Sponsor: Nathan Brostrom Project Owner: Mik B ti t & UCOP State of CA Stakeholders Mike Baptista & Heather Pineda Functional Team: M i Bl di i Ch li Medical Ctr. LABS Regents Maria Blandizzi, Charlie McDonough, Alan Moloney, Karla Campbell, et. al. C M (i f l) Campus Managers (informal): To be determined by Project Owner & his/her Functional Team 16
- 17. 7. Appendix – WS SHIP Project Structure Roles and Responsibilities Resource Full Title Area Business Business Email Project Role Responsibilities Name Phone Number Nathan Brostrom EVP, Business Operations, UCOP Business Operation (510) 987- 9029 Nathan.brostrom @ucop.edu Executive Sponsor Decision maker; provides direction, guidance. Mike Baptista Executive Director, UCOP Human Resources (510) 987- 9383 Michael.Baptista @ucop.edu Project Owner Direction, support, arbitration, Heather Pineda Director, UCOP Human Resources (510) 987- 9232 Heather.Pineda@ ucop.edu Project Owner Direction, support, arbitration, Karla Campbell Project Manager Office of Strategic Change Resource (510) 987- 0707 Karla.Campbell@ ucop.edu Functional Team, Project Manager Subject Matter Expert in Project Management M i Bl di i Di S i l S d ( 10) 98 M i bl di i@ F i l T M j l Maria Blandizzi Director, Special Projects, UCSF Student Academic Affairs (510) 987- 9551 Maria.blandizzi@ ucsf.edu Functional Team, Coordination of Workgroup Manage project plan, monitor, document Alan Moloney Director, UCOP Purchasing and (510) 987- 0824 Alan.moloney@u cop.edu Functional Team, Procurement Manage the RFP process; a lead in Contracts p Consultant and Lead on RFP p ; negotiations of vendors utilizing the consultants. Charles McDonough Manager, Student Health and Student Health and (415) 476- 1584 charles.mcdonou gh@ucsf.edu Functional Team, Coordination of Subject Matter Expert, Project Coordination 17 Counseling, UCSF Counseling Workgroup
- 18. 7. Appendix – Problem Statement Problem Statement Template: The problem of (description) affects (list stakeholders affected). The impact of which is (describe the impact of the problem) A successful solution would (list some which is (describe the impact of the problem). A successful solution would (list some key benefits of a successful solution). P bl St t t E l Problem Statement Example (provided by Rational Unified Process (RUP)): The problem of untimely and improper resolution of customer service issues affects our customers, customer support reps, and service technicians the impact of which , pp p , p f is customer dissatisfaction, perceived lack of quality, unhappy employees and loss of revenue. A successful solution would provide real‐time access to a troubleshooting database by support reps and facilitate the timely dispatch of service technicians to only those locations that genuinely need their assistance only those locations that genuinely need their assistance. 18
- 19. 7. Appendix - WBS • Also, having a description of each box is helpful to fully understand what the deliverable is trying to achieve. 19
- 20. 7. Appendix - Schedule 20
- 21. 7. Appendix - Schedule 21
- 22. 7. Appendix – Issues List D fi i i f I Key Definition of an Issue - A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. (PMBOK Guide – Third Edition – 2006) Key # - unique number Status - Indicator - (red) will cause delays, (yellow) - may cause delays -(green) - on target, Priority - Urgent=cannot continue if not resolved; High=must be resolved; Medium=must be resolve can have business "work around"; Low=does not need to be resolved by project delivery Regarding - One or two words categorizing the item - staffing, communications, Labor, budget - be consistent Date Opened - list the date mm/dd/yyyy item was opened Description - Issue should be stated with a question, Sort By: # Status Priority Regarding Date Opened Description Action lans Assigned to Actions Plans - latest plan to resolve this issue, best to start with a date to separate notes Assigned to - Responsible to get resolution and is accountable for this issue (coordinate discussions, escalate if help is needed. Target Close Date - Date in which items is targeted to be resolved Opened 1 Red 1-Urgent Staffing 10/8/2010 What is the purpose of an issues List 2/28 - Make your notes brief but enough to understand what is going on and how this issue is being resolve; 2/23 - Purpose of an issues list is for tracking and knowing who is working on what issue. Also to have a record of how an issues was resolved. Alan 2/28 - Make your notes brief but enough to understand what is going on and how this issue is being resolve; 2/23 - Purpose of 2 Yellow 2-High RFP 10/8/2010 an issues list is for tracking and knowing who is working on what issue. Also to have a record of how an issues was resolved. Maria, Alan 3 Green 3-Medium Labor 10/22/2010 2/28 - Make your notes brief but enough to understand what is going on and how this issue is being resolve; 2/23 - Purpose of an issues list is for tracking and knowing who is working on what issue. Also to have a record of how an issues was resolved. Heather M k b i f b h d d h i 22 1 Green 4-Low Contract 9/30/2010 2/28 - Make your notes brief but enough to understand what is going on and how this issue is being resolve; 2/23 - Purpose of an issues list is for tracking and knowing who is working on what issue. Also to have a record of how an issues was resolved. Karla
- 23. 7. Appendix - Risk List Definition of a Risk - Key An uncertain event or condition that, if it occurs, has a positive or negative effect on a project objectives. (PMBOK Guide – Third Edition – 2006) Consequences - if this risk does occur what are the consequences (positive or negative) Impact, Probability: 1-High, 2-Medium, 3-Low Priority - result form the Look Up table regarding input from Impact and Probability - 1-Very High , 2- High , 3- Medium, 4- Low, 5- Very Low Strategy - Avoidance, Transference, Mitigation, Acceptance = Avoidance - avoiding or eliminating the cause; Transference - transfer risk (third party); Mitigation - reduce impact ; Acceptance no plans willing to accept consequences Acceptance - no plans - willing to accept consequences Contingency Plan- If possible are there contingency plans that can be executed if the Risk occurs # Event/Risk Description Consequences Opened by Date Opened Impact Probability Priority Strategy Contingency Plan Owner Resources must be available on this If resources are not available it will have a negative impact on 1 Very Mitigation - working with leadership and department directions to verify resource availability; should be Impact Probability Priority 1 Hi h 1 Hi h 1 V Hi h Ri k Priority Table 1 Resources must be available on this project negative impact on timeline and budget. 1-High 1-High 1-Very High availability; should be resolved by 4/1/11 1- High 1-High 1- Very High Risk 1- High 2- Medium 2- High Risk 2- Medium 1-High 2- High Risk 2- Medium 2- Medium 3- Medium Risk 3- Low 1- High 3- Medium Risk 23 1- High 3- Low 3- Medium Risk 2- Medium 3- Low 4- Low Risk 3- Low 2- Medium 4- Low Risk 3- Low 3- Low 4- Low Risk