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PM Meme Visualization

Visualization of Project Management
by

Robert Higgins

on 5 July 2013

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Transcript of PM Meme Visualization

.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Inputs
.2 Tools & Techniques
.3 Output
4.5 Perform Integrated Change Control
Integration

.1 Project Management Plan
.2 Work Performance Information
.3 Change Requests
.4 Enterprise Enivronmental Factors
.5 Organizational Process Assets
.1 Expert Judgment
.2 Change Control
.1 Change Request Status (updates)
.2 Project Management Plan (updates)
.3 Project Document (updates)
4.4 Monitor and Control Project Work
Integration
5.5 Control Scope
Scope

5.4 Verify Scope
Scope

6.6 Control Schedule
Time

7.3 Control Costs
Cost

.1 Inputs
.2 Tools & Techniques
.3 Output
.2 Tools & Techniques
10.1 Identify Stakeholders
Communication

4.1 Develop Project Charter
Integration

4.2 Develop Project Management Plan
Integration

11.1 Plan Risk Management
Risk

.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Inputs
.2 Tools & Techniques
.3 Output
.2 Tools & Techniques
5.3 Create WBS
Scope

.1 Risk Register
.2 Risk Management Plan
.3 Cost Management Plan
.4 Schedule Management Plan
.5 Organizational Process Assets
7.1 Estimate Costs
Costs

6.3 Estimate Activity Resources
Time

6.2 Sequence Activites
Time

6.4 Estimate Activity Durations
Time

Develop Project Charter: The process of developing a document that formally authorize a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations. The initiator's (sponsor) signature on the Charter authorizes the project. The approved Project Charter formally initiates the project.
10.2 Plan Communications
Communications

5.1 Collect Requirements
Scope

6.1 Define Activities
Time

6.5 Develop Schedule
Time

9.1 Develop Human Resource Plan
Human Resources

11.5 Plan Risk Responses
Risk

7.2 Determine Budget
Cost

12.1 Plan Procurements
Procurements

4.3 Direct and Manage Project Execution
Integration

9.2 Acquire Project Team
Human Resources

9.3 Develop Project Team
Human Resources

9.4 Manage Project Team
Human Resources

12.2 Conduct Procurements
Procurement

8.2 Perform Quality Assurance
Quality

10.4 Manage Stakeholder Expectations
Communication
10.3 Distribute Information
Communication

8.3 Perform Quality Control
Quality
10.5 Report Performance
Communication
11.6 Monitor & Control Risks
Risk
12.3 Administer Procurements
Procurement
.1 Project Management Plan
.2 Accepted Deliverables
.3 Organizational Process Assets

.1 Expert Judgment
.1 Final Product, Service, or Result Transition
.2 Organizational Process Assets
.1 Project Management Plan
.2 Procurement Documentation

.1 Procurement Audits
.2 Negotiated Settlements
.3 Records Management System
.1 Closed Procurements
.2 Organizational Process Assets (Updates)

12.4 Close Procurements
Procurements

12.4 Close Project or Phase
Integration

11.2 Identify Risks
Risk

.1 Inputs
.1 Project Statement of Work
.2 Business Case
.3 Contract
.3 Enterprise Environmental Factors
.5 Organizational Process Assets
.2 Tools & Techniques
.1 Expert judgment
.3 Output
Project Selection Methods:

Constrained Optimization Methods: Mathematical
Linear Programming
Non-Linear Prgramming
Dynamic Programming
Integer Programming
Multi-objective Programming


Benefit Measurement Methods: Comparative
Economic Models
Present Value *If I put $225,394 (Today presnt Value) will be $300,000 in 3 years @ 10% Interest*
Net Present Value (NPV) Bigger is Better

Scoring Models
Comparative Approach
Benefit Contribution
Murder Board


3. Additional Methods:
1 Benefit Cost Ratio (BCR),
2. Economic Value Add (EVA) - If a project does not make more moeny than those opportunity costs, it has not truly added economic value to the organization,
3. Internal Rate of Return (IRR) - Bigger is better,

4. Opportunity Cost - 'What is the cost of the other opportunities we missed by investing our money in this project?'. The Smaller the opportunity cost, the better.
5 Payback Period - a Shorter payback period is better than a longer one., 5. Present Value (PV) and Net Present Value (NPV): Bigger PV or NPV makes a project more attractive.,
6. Return on Investment (ROI) - Bigger is better., and
7. Retun on Invested Capital (ROIC) = Net Income (after tax) from Project / Total Capital Invested in the Project.
Written description of the project's product, service, or result
Elements of SOW
WHAT is to be done (Product Scope Description),
WHY The Business REASON for doing it (Business Need), (Business Value)
HOW the project supports the organization's strategy (Strategic Plan)

'A Contract Statement of Work'
For Internal Projects, the Project Initiator or Sponsor provides.
For External Projects, the Customer provides as part of a bid document.
.1 Project Charter
.2 Procurement documents
.3 Enterprise Environmental Factors
.4 Organizational Process Assets
.1 Inputs
.1 Stakeholder analysis
.2 Expert Judgement
.3 Output
.1 Stakeholder Register
.2 Stakeholder Management Strategy
.1 Inputs
.1 Project Charter
.2 Stakeholder Register
.2 Tools & Techniques
.1 Interview
.2 Focus group
.3 Facilitated workshops
.4 Group creativity techniques
.5 Group decision making techniques
.6 Questionnaires and surveys
.7 Observations
.8 Prototypes
.3 Output
.1 Requirements Documentation
.2 Requirements Management Plan
.3 Requirements Traceability Matrix
.1 Inputs
.3 Output
.2 Tools & Techniques
.1 Decomposition
.1 Project Scope Statement
.2 Requirements Documentation
.3 Organizational Process Assets
.1 WBS
.2 WBS Dictionary
.3 Scope Baseline
.4 Project Document (Updates)
.1 Inputs
.1 Scope Baseline
.2 Enterprise Environmental Factors
.3 Organizational Process Assets
.2 Tools & Techniques
.1 Decomposition
.2 Rolling Wave Planning
.3 Templates
.4 Expert Judgment
.3 Output
.1 Activity List
.2 Activity Attributes
.3 Milestone List
.1 Inputs
.3 Output
.1 Precedence Diagramming Method
.2 Dependcy Determination
.3 Applying Leads and Lags
.4 Schedule Network Templates
.1 Activity List
.2 Activity Attributes
.3 Milestone List
.4 Project Scope Statement
.5 Organizational Process Assets
.1 Project Schedule Network Diagrams
.2 Project Document (updates)
.1 Inputs
.1 Activity List
.2 Activity Attributes
.3 Resource Calendars
.4 Enterprise Enviornmental Factors
.5 Organizational Process Assets
.3 Output
.1 Activity Resources Requirements
.2 Resource Breakdown Structure
.3 Project Document (Updates)
.2 Tools & Techniques
.1 Expert Judgment
.2 Alternatives Analysis
.3 Published Estimating Data
.4 Bottom-up Estimating
.5 Project Management Software
.1 Inputs
.3 Output
.2 Tools & Techniques
.1 Activity List
.2 Activity Attributes
.3 Activity Resource Requirements
.4 Resource Calendars
.5 Project Scope Statement
.6 Enterprise Environmental Factors
.7 Organizational Process Assets
.1 Expert Judgment
.2 Analogous Estimating
.3 Parametric Estimating
.4 Three-point Estimates
.5 Reserve Analysis
.1 Activity Duration Estimates
.2 Project Document (Updates)
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Activity List
.2 Activity Attributes
.3 Project Schedule Network Diagrams
.4 Activity Resource Requirements
.5 Resource Calendars
.6 Activity Duration Estimates
.7 Project Scope Statement
.8 Enterprise Environmental Factors
.9 Organizational Process Assets
.1 Schedule Network Analysis
.2 Critical Path Method
.3 Critical Chain Method
.4 Resource Leveling
.5 What-if Scenario
.6 Applying Leads and Lags
.7 Schedule Compression
.8 Scheduling tool
.1 Project Schedule
.2 Schedule Baseline
.3 Schedule Data
.4 Project Document (Updates)
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Scope Baseline
.2 Project Schedule
.3 Human Resource Plan
.4 Risk Register
.5 Enterprise environmental Factors
.6 Organizational Process Assets
.1 Expert Judgment
.2 Analogous Estimating
.3 Parametric Estimating
.4 Bottom-up Estimating
.5 Three-Point Estimating
.6 Reserve Analysis
.7 Cost of Quality
.8 Project Management estimating Software
.9 Vendor Bid Analysis
.1 Activity Cost Estimates
.2 Basis of Estimates
.3 Project Document (Updates)
.1 Inputs
.3 Output
.2 Tools & Techniques
.1 Activity Cost Estimates
.2 Basis of Estimates
.3 Scope Baseline
.4 Project Schedule
.5 Resource Calendars
.6 Contracts
.7 Organizational Process Assets
.1 Cost Aggregation
.2 Reserve Analysis
.3 Expert Judgment
.4 Historical Relationships
.5 Funding Limit Reconciliation
.1 Cost Performance Baseline
.2 Project Funding Requirements
.3 Project Document (Updates)
.1 Inputs
.2 Tools & Techniques
.3 Output
Plan Quality & Perform Quality Control tools and Techniques
.1 Quality Audits
.2 Process Analysis
.1 Organizational Process Assets (Updates)
.2 Change Requests
.3 Project Management Plan (Updates)
.4 Project Document (Updates)
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Project Staff Assignments
.2 Resources Calendars
.3 Project Management Plan (Updates)
.1 Pre-Assignment
.2 Negotiation
.3 Acquisition
.4 Virtual Teams
.1 Project Management Plan
.2 Enterprise Environmental Factors
.3 Organizational Process Assets
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Interpersonal Skills
.2 Training
.3 Team-Building Activities
.4 Ground Rules
.5 Co-location
.6 Recognition and Rewards
.1 Project Staff Assignments
.2 Project Management Plan
.3 Resource Calendars
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Enterprise Environmental Factors
.2 Organizational Process Assets (Updates)
.3 Change Requests
.4 Project Management Plan (Updates)
.1 Observations and Conversations
.2 Project Performance Appraisals
.3 Conflict Management
.4 Issue Log
.5 Interpersonal Skills
.1 Project Staff Assignments
.2 Project Management Plan
.3 Team Performance Assessments
.4 Performance Reports
.5 Organizational Process Assets
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Communications Methods
.2 Information Distribution Tools
.1 Organizational Process Assets (Updates)
.1 Project Management Plan
.2 Performance Reports
.3 Organizational Assets
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Organizational Process Assets (Updates)
.2 Change Requests
.3 Project Management Plan (Updates)
.4 Project Document (Updates)
.1 Communication Methods
.2 Interpersonal Skills
.3 Management Skills
.1 Stakeholder Register
.2 Stakeholder Management Strategy
.3 Project Management Plan
.4 Issue Log
.5 Change Log
.6 Organizational Process Assets
.1 Inputs
.1 Outputs
.2 Tools and Techniques
.1 Project Management Plan
.2 Procurement Documents
.3 Source Selection Criteria
.4 Qualified Seller List
.5 Seller Proposals
.6 Project Documents
.7 Make-or-Buy Decisions
.8 Teaming Agreements
.9 Organizational Process Assets
.1 Selected Sellers
.2 Procurement Contract Award
.3 Resource Calendars
.4 Change Requests
.5 Project Management Plan Updates
.6 Project document Updates
.1 Bidder Conferences
.2 Proposal Evaluation Techniques
.3 Independent Estimates
.4 Expert Judgment
.6 Advertising
.7 Internet Search
.8 Procurement Negotiations
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Deliverables
.2 Work Performance Information
.3 Change Requests
.4 Project Management Plan (Updates)
.5 Project document (Updates)
.1 Expert Judgment
.2 Project Management Information Systems
.1 Project Managment Plan
.2 Approved Change Requests
.3 Enterprsie Environmental Factors
.4 Organizational Process Assets
.1 Inputs
.2 Tools & Techniques
.3 Output
A Formal, approved document that defines how the project is executed, monitored, and controlled. It may be summary or detailed and may be composed of one or more subsidiary:
management plans
planning documents
Change Management Plan
Communications Managment Plan
Configuration Management Plan
Cost management Plan
Cost perfromance Baseline
Human resource Plan
Procurement Management Plan
Quality management Plan
Requirements Management Plan
Risk Management Plan
Schedule baseline
Scope Baseline
Scope Statement
WBS
WBS Dictionary
Scope management Plan
.1 Project Charter
.2 Outputs from planning process
.3 Enterprise Environmental Factors
.4 Organizational Process Assets

.1 Expert Judgement
.1 Project Management Plan
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Project scope statement
.2 Cost management plan
.3 Schedule management plan
.4 Communications management plan
.5 Enterprise Environmental Factors
.6 Organizational Process assets
.1 Planning meetings and analysis
.1 Risk management plan
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Risk Managent Plan
.2 Activity cost estimates
.3 Activity duration estimates
.4 Scope baseline
.5 Stakeholder register
.6 Cost management plan
.7 Schedule management plan
.8 Quality management plan
.9 Project documents
.10 Enterprise Environmental Factors
.11 organizational Process Assets
.1 Inputs
.2 Tools & Techniques
.3 Output
.1Activity Resource Requirements
.2 Enterprise Environmental Factors
.3 Organizational Process Assets
.1 Organizational Charts and Position Descriptions
.2 Networking
.3 Organizational Theory
.1 Human Resource Plan
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Scope Baseline
.2 Requirements Documentation
.3 Teaming Agreements
.4 Risk Register
.5 Risk-related Contract Decisions
.6 Activity Resource Requirements
.7 Project Schedule
.8 Activity Cost Estimates
.9 Cost Performance Baseline
.10 Enterprise Environmental Factors
.11 Organizational Process Assets
.1 Make-or-Buy Analysis
.2 Expert Judgment
.3 Contract Types
.1 Procurement Management Plan
.2 Procurement Statements of Work
.3 Make-orBuy Decisions
.4 Procurement Documents
.5 Source Selection Criteria
.6 Change Requests
.3 Output
.2 Tools & Techniques
.1 Inputs
.1 Stakeholder Register
.2 Stakeholder Management Strategy
.3 Enterprise Environmental Factors
.4 Organizational Process Assets
.1 Communications Management Plan
.2 Project document (updates)
.1 Communication requirements analysis
.2 Communications technology
.3 Communications models
.4 Communication methods
.1 Documentation reviews
.2 information gathering techniques
.3 Checklist analysis
.4 Assumptions analysis
.5 Diagramming techniques
.6 SWOT analysis
.7 Expert Judgement
.1 Risk register
.1 Risk Register
.2 Risk Management Plan
.3 Project Scope Statement
.4 Organizational Process Assets
.1 Risk Probablity and Impact Assement
.2 Probability and Impact Matrix
.3 Risk Data Quality Assesment
.4 Risk Categorization
.5 Risk Urgency Assessment
.6 Expert Judgment
.1 Risk Register (Updates)
.1 Risk Register (Updates)
.1 Data Gathering Representation Techniques
.2 Quantitative Risk Analysis and Modeling Techniques
.3 Expert Judgement
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Risk Register
.2 Risk Management Plan
.1 Risk Register (Updates)
.2 Risk-related Contract Decisions
.3 Project Management Plan (Updates)
.4 Project Document (Updates)
.1 Strategies for negative risks or threats
.2 Strategies for positive risks or opportunities
.3 Contingent Response Strategies
.4 Expert Judgment
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Project Management Plan
.2 Requirements Documentation
.3 Requirements Traceability Matrix
.4 Validated Deliverables
.1 Inspection
.1 Accepted deliverables
.2 Change Requests
.3 Project Document (Updates)
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Project Management Plan
.2 Work Performance Information
.3 Requirements Documentation
.4 Requirements Traceabillity Matrix
.5 Organizational Process Assets
.1 Variance Analysis
.1 Work Performance Information
.2 Organizational Process Assets (Updates)
.3 Change Requests
.4 Project management Plan (Updates)
.5 Project Document (Updates)
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Project Management Plan
.2 Project Schedule
.3 Work Performance Information
.4 Organizational Process Assets
.1 Perfromance Reviews
.2 Variance Analysis
.3 Project management Software
.4 Resource Leveling
.5 What-if Scenario Analysis
.6 Adjusting Leads and lags
.7 Schedule Compression
.8 Scheduling Tool
.1 Work Performance Measurements
.2 Organizational Process Assets (Updates)
.3 Change Requests
.4 Project management Plan (updates)
.5 project Document (updates)
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Project Management Plan
.2 Project Funding Requirements
.3 Work Performance Information
.4 Organizational Process Assets
.1 Earned Value Management
.2 Forecasting
.3 To-Complete Performance Index
.4 Performance Reviews
.5 Variance Analysis
.6 Project Management Software
.1 Work Performance Measurements
.2 Budget Forecasts
.3 Organizational Process Assets (updates)
.4 Change Requests
.5 Project Management Plan (updates)
.6 Project Document (updates)
.2 Tools & Techniques
.3 Output
.1 Cost-Benefit Analysis
.2 Cost of Quality
.3 Control Charts
.4 Benchmarking
.5 Design of Experiments
.6 Statistical Sampling
.7 Flowcharting
.8 Proprietary Quality Methodologies
.9 Additional Quality Planning Tools
.1 Quality Mangement Plan
.2 Quality Metrics
.3 Quality Checklists
.4 Process Improvements Plan
.5 Project Documents (Updates)
.1 Scope Baseline
.2 Stakeholder Register
.3 Cost Performance Baseline
.4 Schedule Baseline
.5 Risk Register
.6 Enterprise Environmental Factors
.7 Organizational Process Assets
Why do we do this?
What do we think we want?
Who has the power?
Candidates!
Work Breakdown Structure
Deliverable
NOUNS ONLY!
S pecific
M easurable
A ssignable
R ealistic
T argeted
Who imagines What it looks like, When it is Done?
Proactively Manage Expectations
Requirements Documentation
Project Title_______ Date Preparred______
Stakeholder | Requirement | Priority | Acceptance Criteria
Requirements Traceability Matrix
Project Title_______ Date Prepared______
ID Requirement Priority Category Source
Requirement Information
Requirement Traceabillity
Relates to Strategic Objective
Manifests in
WBS
Verification
Validation
Cover your 4SS
Somebody, Said, Something, So........
Management Level
Team Level
Verbs
Scope Baseline = Scope Statement + WBS + Dictionary
Signifigant Point or Event "No Duration"
What are we actually doing?
Team
Reasonable and Realistic
As a <Stakeholder>
I { need, want, nice to have, reject} <What>
So that <Why> it fulfills the objectives
When it is done I expect to {See, Feel, Measure} <What>
Who Said What Does Done Look Like?
How do we get there?
tools, people, materials, things
Rolling Wave ->
1 week ?
2 weeks ?
1 month ?
3 months ?...
Pick a time pattern that makes sense. Get everyone to agree in detail for that time “Planning Package”,

“Planning Package” we all know what done looks like. Fully Specified.
Team level +/- 5 %, Subject Matter Expert
Close the phase gate, analyze in Retrospective, document your lessons learned. Open next Gate.

“Summary Package” we kind of know what done looks like.
Analogous Medium Level Plan +/- 25%

“Known Package,” we all agree that we will spend some budgeted time and money to do something
Order of magnitude “Heuristic” rule of thumb, experts only
We will worry about that when the time comes
Do we have enough resources?
Do we have enough resources?
How long will it take?
Knowing when enough is enough is enough to know
Who needs to know what when and how?
Do we have enough resources?
Time
Bottlenecks of equipment, people, places......
1
2
3
4
5
Management Level
Team Level
Verbs
Verbs
Verbs
Verbs
Noun
Noun
Noun
1 Deliverable may have many activities
Time
Do we have enough resources?
How much will it cost?
$$$$
Do we have enough resources?
How much will it Cost?
$$$$$
Who is going to do what when?
What to Buy
Finish to start
Finish to Finish
Start to Finish
Start to Start
(Dig Foundation) FS (Pour Concrete)
(Write Code) FF (Write Documentation)
(Execute Project) SS (Monitor Project)
(start New Shift) SF (Finish First Shfit)
RARE
Why Stakeholder Approach?
Complex
"Customer is King"
Quality
Global

Salience ~ Relative importance based on context
Shareholder Management
Maximize Profits
Maximize Value
Stakeholder Management
Command and Control
Simple
Local
Shareholders are #1
Next Person in the process is the customer
Clarify Requirements
Uncover Assumptions
Manage Expectations
Continuosly Improve
'The captain is the consumer…the consumers determine precisely what should be produced, in what quality, and in what quantities…They are merciless egoistic bosses, full of whims and fancies, changeable and unpredictable. For them nothing counts other than their own satisfaction…In their capacity as buyers and consumers they are hard-hearted and callous, without consideration for other people…Capitalists…can only preserve and increase their wealth by filling best the orders of the consumers… In the conduct of their business affairs they must be unfeeling and stony-hearted because the consumers, their bosses, are themselves unfeeling and stony-hearted.’ @Ludwig Von mises
@ Saladis
How to approach Stakeholders?
Matrix Management
.1 Inputs
.1 Project Management Plan
.2 Performance Reports
.3 Enterprise Environmental Factors
.4 Organizational Process Assets
.1 Change Requests
.2 Project Management Plan (Updates)
.3 Project Document (Updates)
.1 Expert Judgement
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Procurement Documents
.2 Project Management Plan
.3 Contracts
.4 Performance Reports
.5 Approved Change Requests
.6 Work Performance Information
.1 Contract Change Control System
.2 Procurement Performance Reviews
.3 Inspections and Audits
.4 Performance Reporting
.6 Claims Administration
.7 Records Management System
.1 Procurement Documentation
.2 Organizational Process Assets (Updates)
.3 Change Requests
.4 Project Management Plan (Updates)
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Risk Register (Updates)
.2 Organizational Process Assets (Updates)
.3 Change Requests
.4 Project Management Plan (Updates)
.5 Project Document (Updates)
.1 Risk Reassessment
.2 Risk Audits
.3 Variance and Trend Analysis
.4 Technical Performance Measurements
.5 Reserve Analysis
.6 Status Meetings
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Project Management Plan
.2 Work Performance Information
.3 Work Performance Measurements
.4 Budget Forecasts
.5 Organizational Process Assets
.1 Performance Reports
.2 Organizational Process Assets (Updates)
.2 Change Requests
.1 Variance Analysis
.2 Forecasting Methods
.3 Communication Methods
.4 Reporting Systems
.1 Inputs
.2 Tools & Techniques
.3 Output
.1 Cause and Effects Diagrams
.2 Control Charts
.3 Flowcharting
.4 Histogram
.5 Pareto Chart
.6 Run Chart
.7 Scatter Diagram
.8 Statistical Sampling
.9 Inspection
.10 Approved Change Requests Review
.1 Project Management Plan
.2 Quality Metrics
.3 Quality Checklists
.4 Work Performance Measurements
.5 Approved Change Requests
.6 Deliverables
.7 Organizational Process Assets
.1 Quality Control Measurements
.2 Validated Changes
.3 Validated Deliverables
.4 Organizational Process Assets (Updates)
.5 Change Requests
.6 Project Management Plan (Updates)
.7 Project Document (Updates)
.1 Project Charter
8.1 Plan Quality
Quality

5.2 Define Scope
Scope

.1 Inputs
.3 Output
.2 Tools & Techniques
.1 Expert Judgment
.2 Product Analysis
.3 Alternatives Identification
.4 Facilitated Workshops
.1 Project Charter
.2 Requirements Documentation
.3 Organizational Process Assets
.1 Project Scope Statement
.2 Project Document (updates)
Project
Product
Sponsor + Core Management Team
Customer + Core Technical Team
Where are we going?

What does look like?
Done
What does done look like
Authority to plan in detail
11.3 Perform Qualitative Risk Analysis
Risk

11.4 Perform Quantitative Risk Analysis
Risk

Product
Project
.1 Performance Reviews
.2 Variance Analysis
.3 Project Management Software
.4 Resource Leveling
.5 What-if Scenario Analysis
.6 Adjusting Leads and Lags
.7 Schedule Compression
.8 Scheduling Tool
.1 Risk Register
.2 Project Management Plan
.3 Work Performance Information
.4 Performance Reports
Mandatory Predecessors (Hard Logic) "Have to", Discretionary Predecessors (Preferred or Soft Logic) Its a good idea to, Best Practices, External Predecessors
Lag. A modification of a logical relationship that directs a delay in the successor activity.
Lead. A modification of a logical relationship that allows an acceleration of the successor activity.
Generic Template that can be used over and over
Schedule activities have alternative methods of accomplishment using various levels of resource capability or skills, different size or type of machines, different tools (hand versus automated), and make-or-buy decisions (procurement) regarding the resource.
When and How Long?
What Kind and How Many per Activity Level?
Categories, Type, Grade, Quantities
Go back, Refine Activites, Scope
Aproximate
Work Periods
Cone of Uncertainty
Varience ~ Small Changes Critical Path
Forseen Uncertainties~ Identifable and Understood
Unforseen Uncertainties~ Unidentifiable
Chaos ~ Scientific Research Project "Alice in Wonderland"
How much time does the project need to be confident of being on time?
For example: difference between "Most Likely" and Expected Duration.
Amount of time to respond to "Unforseen" risks.
Effort. The number of labor units required to complete (Scale to Units that are meaningful for the granularity required)
Duration. The total number of work periods (not including holidays or other nonworking periods) required to complete.
If it takes 80 hours of effort to complete

1 resource avaliable for 40 hours 5 days a week. Duration is 10 days or 2 weeks.

4 resources avaliable 40 hours 5 days a week. Duration is 20 hours or 2.5 Days
Similar ~ fast ~ Good for looking out at the horizon
Math ~ cost per square meter ~ repetitive work
Best case, most likely, worst case. Range of Estimates-> PERT, Monte Carlo
Analogous
Parametric, Three Point...
or "Dictionary"
Use what you have to create the schedule
1
How will we collect the requirements?
How will we priortize and track changes to requirements?
How will we elevate a "Requirement Candidate" to a "Requirement"
How will we reject a "Requirement Candidate"
that which is required; a thing demanded or obligatory
Done Detailed Description
EEF
OPA
Organizational culture, strucutre, process
Government Standards
Infrastructure
Political Climate
Commerical Databases
External and internal factors that surround the project
Have to just deal with it
No control over
Project Management Information System
Organizations communication Channels
Procsses, Procedures, Policies
Guidelines
Temlates
Corporate Knowledge Base
Project Files
Historical Information
Assist and guide to a shortcut
Cut and Paste
WBS
Network Diagrams
Lessons learned
Risks
Previous Estimates
Grumpy old men who have done it all before and they dont need no paperwork
Negotiate with stakeholders
Balance Requirement Canidates
Business Requirements
Product Requirements
Systems Engineering
Value Engineering
Technical Performance
Accepted Requirements
Project Scope Management Plan
How will we define, develop, verify Scope, WBS
How will we manage Changes to Scope
• Continuous Improvement
• Learning Lessons
o Compare final with conceptual
• Release Resources
Close Contracts: Completion, Cause or Convenience
• What went right or wrong
• Learn Lessons
• Continuously Improve
Perform
• every contract
• before project closure
• formal record keeping
Settle by
• Negotiation
• Alternative Dispute Resolution
• Litigation
Update
Formal Indexed Procurement Files
Accepted or Rejected Deliverables
Formal Final Phase
fidelity and precision
Formal Acceptance
The Contract
Schedules
Change Control
Performance Information
Quality
Expect, Manage, Change
Perform planned work to achieve objectives.
Change Requests:
1.Corrective Actions: Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
2.Preventive Actions: A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks.
3.Defect Repair: The formally documented identification of defect in the project componenet with a recommendation to either repair the defect or completely replace the
Breakdown smaller and smaller
What Deliverables are done?
Deliverable
Tailor to Product of the Project
Complete, No Defects, Validated, Ready to Use
Research, Analyze, Communicate
Curated requirements canidates
Visual Map
Where are we going?
Precision
Visualizations
Product Scope Management Plan
Product Technical Performance Requirements "CSF" Critical Success Factors
Honesty creates conflict
Conflict creates energy
Energy creates commitment
Commitment creates results
Final
Forming
Storming
Norming
Performing
Adjourning
.1 Project Management Plan
.2 Quality Metrics
.3 Work Performance Information
.4 Quality control measurements
Translate Intangibles into Tangibles
Copy, combine, remix, Breakthough Innovation
Is the quality process effective?
Validate and Improve
Are Process followed?
Are metrics valid?
Is "The Quality Plan" valid with "Reality"
Will the customer be satisfied?
If not, how can we pivot and improve?
Continuous Improvement
Integrated Change Control
Secure limited resources
Who will do what when.
Human Resource Plan
Training
Resource availability
Logistics
People perform projects
Cultivation
Transformational Value
A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be.
Wayne Gretzky
or Dictionary
How will we define, develop, engineer, verify Product Performance
How will we manage Changes to Product Technical Performance
PMI Practice Standard WBS
Collect, Compile, Analyze
"Change Request"
Perfromance Measurement Baseline
Inputs to Integrated Change Control
Review, Analyze, Approve, Implement
Implementing Risk Response Plans
Monitoring Residual Risks
Identifying new risks
Evaluating Risk Process Effectiveness
Continuous Risk Management
Risk Plan
Baselines
How often evaluate risks?
What Tools do we use?
How will Risk Reserves be used?
ID New Risks
How have ID'd Risks Changed
Can Risks be closed
How effective are strategies?
How should we modify the contingency reserves?
Is our Risk Process working?
Are we putting out fires?
Are we spending time looking at what might stop us in the future?
Did the responses we used work?
Technical performance measurement compares technical accomplishments during project
execution to the project management plan’s schedule of technical achievement. It requires definition
of objective quantifiable measures of technical performance which can be used to compare actual
results against targets. Such technical performance measures might include weight, transaction
times, number of delivered defects, storage capacity, etc. Deviation, such as demonstrating more or
less functionality than planned at a milestone, can help to forecast the degree of success in achieving
the project’s scope, and it may expose the degree of technical risk faced by the project.
What is our techincal performance risk?
Can we actually make the product we thought we could?
Does the amount of the remaining contingency reserves match the amount of risk remaining?
Communication is the key to surfacing Risks
Collect, Analyze, Send
What is the ratio of ID Risks to actual Actual Risks?
How long are you willing to wait before you find out you are late?
A simple status report:

Performance Information
• Technical Performance
• Cost Performance
• Schedule Performance
• Quality
• Risk

More Detailed Status Report
• Analysis of past performance,
• Current status of risks and issues,
• Work completed during the period,
• Work to be completed next,
• Summary of changes approved in the period
• Report templates,
• Standard Key Performance Indicators
• Organizationally defined variance limits
Manage by Exception
•Double check the facts
•Determine Variances for example
Use Earned Value Management
Determine Impact to verify Scope, Time, Cost
Forecasting is the process of predicting future project performance based on the actual performance to date.

• Time series methods. If we know the past we can predict the future

• earned value:
• moving average: 20 day average, 50 day average “Smooth out the bumps”
• extrapolation, Looking at the trends and guessing future direction
• linear prediction, mathematical method using discreet numbers
• trend estimation, Mathematical method predicting tendencies
• growth curve. Growth of quantity over time


• Causal/econometric methods. Assumptions: Hotter weather more Ice Cream Sales

Mathematical Methods
• linear regression
• mon-linear regression
• autoregressive moving average (ARMA)
• econometrics


• Judgmental methods. Intuition, Opinion, probability

• forecasts,
• surveys,
• Delphi method,
• scenario building,
• technology forecasting,
• forecast by analogy.

• Other methods.
• simulation,
• probabilistic forecasting,
• ensemble forecasting
Interpret and Confirm Contractual Obligations
Seller performance reports, technical documentation… indicate which deliverables have been completed and which have not..
System:
procedures
forms
dispute resolution
tracking systems
Is the seller performing?
"Seller Change Request"
Invoices, Reports, Payments, Quality, Risks......
Formal, Legal, Critical
Are we meeting the standards?
Visualize and Validate it
Measure Quality
Identify improvements
Validate Deliverables
Complete Checklists
Terminology
Prevention ~ establish processes to make sure errors or defects don't occur.
Inspection ~ ensuring defective parts do not reach the customer.
Attribute Sampling ~ Determining if results conform or not.
Variable sampling ~ Determine the degree of conformity
Control Limts ~ thresholds that define in and out of control.
Quality standards and Policies
Standard Work Guidelines
Issues-defects reporting procedures and communcation policies
Cause and effect diagrams, also called Ishikawa diagrams or fishbone diagrams, illustrate how various factors might be linked to potential problems or effects
Control Charts graphically answer the question: “Is this process variance within acceptable limits?”
Flowcharting Analyzes the steps in a failing process steps and identifies potential process improvement opportunities
A histogram is a vertical bar chart showing how often a particular variable state occurred
A Pareto chart or diagram~ specifi c type of histogram, ordered by frequency of occurrence. Rank the cause of defects by type or category.
Run Chart ~ history and pattern of variation.
Trend
Variation
Forecast Future Performance
Future Technical Performance
Scatter Diagram ~ shows relationship between two variables
Analyze possible relationships between two variables.
Closer two points are to a diagonal line more closely related
The Teams GOAL
Did the Approved Changes we Made from "Integrated Change Control" Work?
This is everything that we think the customer will accept
@Alleman
Standards:
<Government, Industry> Regulatory, Product, Quality, Workmanship...
Work Authorization System
Control who works where when
Stakeholder risk tollerance
How comfortable key people are with taking chances
Standard Procedures
Communication, Finance, Quality, Risk
Interpret the Information
Corrective Action ~ How to return to baseline
Preventive Action ~ How to stop a Risk
Defect Repair ~ Repair or Replace
Entanglement
Done poorly is a "root cause" of the need to change
Change Process Checklist
.1 Prevent Root Cause
.2 Actively Search for Change "Candidates"
.3 High Level "Candidate" Assesment
.4 Create "Formal" Change Request
.5 Perform Integrated Change Control
.6 Cascade the Approved Changes Update all the Documents
.7 Validate the Approved Change
Configuration Management
Monitor & Control Quality
a. Detailed Assessment ~ "Beneficial to the project"
b. Alternatives Analysis ~ Simulate what if
c. Change is Approved or Rejected ~ by The Organizations System "Change Control Board"
d. Update Status of the Change
@galleman
Product and Project
Quality Management Plan
Process Improvement Plan
Technical, Schedule, Cost Performance
Conformance to requirements and Fitness of use
High Level
Risks, Quality
Execute the Communications Plan
Respond to Information Requests
Sender-receiver models
Choice of Media
Writing Style
Meeting Management techniques
Presentation Techniques
Facilitation Techniques
Interactive ~ conversation..
Push ~ Email
Pull ~ Wiki, Sharepoint
Set time limits
Schedule in advance
Periodic
Purpose
Agenda ~ team
Distribute Agenda before
stick to the Agenda
Responsibilities
Salient people
Chair and Lead with rules
Integrate new work with change Control
Document and Publish meetings
Verbal
Written
Formal
Informal
Proactive People Management
Who will do what when
Human Resource Plan
Recognition & Rewards
Team Building
Training
leadership
motivation
team building
Trust is the heart of global project management @Jean Binder
Herzberg's Theory of Motivation
McGregor Theory X and Y
Hygiene ~ Don't motivate ~ The Way implemented or not implemented may lead to employee dissatisfaction
Motivation ~ lead to higher performance
Policies
Administration
Working Conditions
Salary
Status
Supervision
Security
Achievement
Recognition
growth
Advancement
Interest in the job
Job Challenge
X Management believes that workers will do as little as possible to get by, and need lots of direction
Theory Y states workers are interested in doing their best and given freedom will perform well.
Maslow's Hierachy of Needs
Physiological
Safety
Social
Self-Actualization
Esteem
What do people really want?
David McClelland's Theory of Needs
"Aquired Needs Theory"
People are motivated by need thus managed
Need for Achievement
Need for Affiliation
Need for Power
Challenging but Reachable projects
Like recognition
Enjoy cooperating with others
Seek approval rather than recognition
Social Power, rather than personal power
Like to organize and influence others
Day to Day
Feedback and Issues
.1 Team Performance Assessments
.2 Enterprise Environmental Factors (Updates)
How effective is the team?
Formal/Informal
Skill improvement
Team Performance
Velocity of work
How Many Deliverables Completed over Time
Interaction
Frequency of Emails
Conflict
Turnover
Management by walking around
Stay in touch with
Morale
Challenges
Barriers
Sentiment
Working Conditions
Relationships
Formal
Conflict Management Techniques
T
echnique
Situation
Problem Solving
Collaborating
Compromise
Smoothing or Accmodating
Forcing
Withdrawl or Avoiding
If there is Time and Trust
When the Objective is to learn
If you have confidence in the others Abillity
When you need a win-win
If you want to maintain and build good relaionships
When you need buy-in to the solution
If the situation is complex
When you need the best possible reolution
When both parties need to win
When you can't win
Equal Relationship
To Maintain relationship
When the stake are moderate
To avoid a fight
To reach an overarching goal
To maintain hamrony
When any solution is adequate
When you wil llose anyway
To create goodwill
When you are right
In a do-ordie situation
High Stakes
To gain Power
If relationship is not important
When time is of the essence
When you can't win
When the stakes are low
To preserve neutrality or reputation
If the problem will go away
∞Stackpole page 142
Issue log documents situations that need attenion on the project
Why Conflict?
1. Schedules
2. Project Priorities
3. Resources
4. Technical Opinions
5. Administrative procedures
6. Cost
7. Personality
Problem Solving Methods
1. Define what is the real or root problem, not apperance
2. Analyze the problem
3. Identify Solutions
4. Pick a solution
5. Implement a solution
6. Review the solution, and validate problem is solved
uncertainty that matters @Hillson
Canidates
Canidate
References
World Wide Web
http://pmi.org
Project Management Institute (U.S.) A guide to the project management body of knowledge (PMBOK® Guide) Project Management Institute, Inc., Newtown Square, Pa. : 2008
Stackpole, Cynthia Snyder
A User's Manual to the PMBOK Guide
ISBN-10: 0-470-58489-0
ISBN-13: 978-0-470-58489-7 - John Wiley & Sons

Glen Alleman http://herdingcats.typepad.com/
Credible, Realistic and Approved
Execute the Plan
THE GOAL
Customer Sign Off
Did we get the outcome we predicted?
Did you really identify the requirements?
Earlier is usually cheaper, easier
Yes
NO
Continuous
Management
Proactively Influence
http://en.wikipedia.org/wiki/Project_charter
http://en.wikipedia.org/wiki/Stakeholder
http://en.wikipedia.org/wiki/Stakeholder_analysis
http://en.wikipedia.org/wiki/Stakeholder_theory
http://en.wikipedia.org/wiki/Requirements#Documenting_requirements
http://en.wikipedia.org/wiki/Strategic_human_resource_planning
http://en.wikipedia.org/wiki/Scope_(project_management)
http://en.wikipedia.org/wiki/Glossary_of_project_management
Glossary
http://en.wikipedia.org/wiki/Business_value
Inputs
Human Resource Plan
Communication Management Plan
Communication Blockers
Listening
Building Trust
Communicating Effectively
Resolving Conflict
Presenting
Negotiating
Writing
Public Speaking
Verbs
Verbs
Verbs
Verbs
Verbs
Verbs
Work Package
Individual Performance on Project
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