Project Sample
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Project Management Superfactory Excellence Program™ www.superfactory.com
© 2004 Superfactory™. All Rights Reserved.
1
Outline
PM in today’s environment rapid change BPR The project plan Management & communications Organizational, people, political issues Stakeholders Tools & methodologies
© 2004 Superfactory™. All Rights Reserved.
2
Three Disciplines
© 2004 Superfactory™. All Rights Reserved.
3
Why Projects Succeed
User involvement Exec management support unequivocal sponsorship Clear understanding & statement of requirements Effective planning Realistic expectations Standish Group survey of IT execs
© 2004 Superfactory™. All Rights Reserved.
4
Customers= Needs/Requirements
Needs analyst traits: strong ability to deal with customers political skills technically competent open-minded & imaginative high tolerance for ambiguity articulate Technicians tend to produce Mercedes not the Hyundai that=s wanted
© 2004 Superfactory™. All Rights Reserved.
5
Attaining Political Credibility
Establish mission what products/services we provide Identify customers functional (direct) political (indirect) Survey customers what expectations/perceptions exist? criteria for measuring them? triggers for them?
© 2004 Superfactory™. All Rights Reserved.
6
Sources of Project Risk General sources environmental (largely uncontrollable) external, e.g. government regulations internal, e.g. new division VP technical market financial people
© 2004 Superfactory™. All Rights Reserved.
7
Realistic Estimating
Lots of reasons for poor estimates inexperience, technical problems, changes optimists, lowballing, politics Bottom-up cost estimating rollup the WBS packages Top-down or Parametric estimating from experience to complex models
© 2004 Superfactory™. All Rights Reserved.
8
Configuration Management (CM)
Resist change via bureaucracy Change control via CM Rigorously screen changes
formal process for assessing merit major or minor impact? if major goes to Change Control Board (CCB)
document changes update baseline
© 2004 Superfactory™. All Rights Reserved.
9
Earned Value Approach
Developed in 1960s for large defense projects; now used in smaller projects 50-50 rule assumes task 50% complete when started, 100% when completed Compare earned value to planned costs Collecting data large projects employ cost account managers for smaller projects, use 50-50 rule, take advantage of milestones, or can guess using experience Limitations of earned value availability of accurate, timely data educational; need organizational understanding
© 2004 Superfactory™. All Rights Reserved.
10
Post-Implementation Audit
Evaluate project’s achievements against plan budget, deadlines, specifications, quality of deliverables, client satisfaction Six questions: 1. Project goal achieved? 2. On time, within budget & per specs? 3. Client (stakeholder) satisfied? 4. Business value realized? 5. PM lessons learned? 6. What worked, what didn’t?
© 2004 Superfactory™. All Rights Reserved.
11
© 2004 Superfactory™. All Rights Reserved.
1
Outline
PM in today’s environment rapid change BPR The project plan Management & communications Organizational, people, political issues Stakeholders Tools & methodologies
© 2004 Superfactory™. All Rights Reserved.
2
Three Disciplines
© 2004 Superfactory™. All Rights Reserved.
3
Why Projects Succeed
User involvement Exec management support unequivocal sponsorship Clear understanding & statement of requirements Effective planning Realistic expectations Standish Group survey of IT execs
© 2004 Superfactory™. All Rights Reserved.
4
Customers= Needs/Requirements
Needs analyst traits: strong ability to deal with customers political skills technically competent open-minded & imaginative high tolerance for ambiguity articulate Technicians tend to produce Mercedes not the Hyundai that=s wanted
© 2004 Superfactory™. All Rights Reserved.
5
Attaining Political Credibility
Establish mission what products/services we provide Identify customers functional (direct) political (indirect) Survey customers what expectations/perceptions exist? criteria for measuring them? triggers for them?
© 2004 Superfactory™. All Rights Reserved.
6
Sources of Project Risk General sources environmental (largely uncontrollable) external, e.g. government regulations internal, e.g. new division VP technical market financial people
© 2004 Superfactory™. All Rights Reserved.
7
Realistic Estimating
Lots of reasons for poor estimates inexperience, technical problems, changes optimists, lowballing, politics Bottom-up cost estimating rollup the WBS packages Top-down or Parametric estimating from experience to complex models
© 2004 Superfactory™. All Rights Reserved.
8
Configuration Management (CM)
Resist change via bureaucracy Change control via CM Rigorously screen changes
formal process for assessing merit major or minor impact? if major goes to Change Control Board (CCB)
document changes update baseline
© 2004 Superfactory™. All Rights Reserved.
9
Earned Value Approach
Developed in 1960s for large defense projects; now used in smaller projects 50-50 rule assumes task 50% complete when started, 100% when completed Compare earned value to planned costs Collecting data large projects employ cost account managers for smaller projects, use 50-50 rule, take advantage of milestones, or can guess using experience Limitations of earned value availability of accurate, timely data educational; need organizational understanding
© 2004 Superfactory™. All Rights Reserved.
10
Post-Implementation Audit
Evaluate project’s achievements against plan budget, deadlines, specifications, quality of deliverables, client satisfaction Six questions: 1. Project goal achieved? 2. On time, within budget & per specs? 3. Client (stakeholder) satisfied? 4. Business value realized? 5. PM lessons learned? 6. What worked, what didn’t?
© 2004 Superfactory™. All Rights Reserved.
11
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