Project Management Basics - Chapters Site

1 Project Management BasicsMichael Haas PMPDina Keirouz PMPIIA Beach Cities ChapterSeptember 20, 2017 Overview Introductions What is Project Management What is the role of the Project Manager Questions / Answers2 IntroductionsMichael Haas, MBA, PMP Senior Associate -PMA Consultants Education - BS in Accounting, MBA in Finance 15 years experience in Project Management , Project controls, planning and scheduling, cost Management Expertise in developing, implementing and supporting Project Controls/Tools at Utilities and Ports3 IntroductionsDina Keirouz, PMP Managing Director - PMA Consultants Education - BA in Architecture, BS in Construction Management 26 years of experience in Project and Construction Management , and PM/CM best practices Extensive working knowledge of Project controls, including developing and implementing program wide controls and PMIS for large CIPs4 About PMA Consultants Founded 1971, nationwide, 14 offices, 250+ people Pure PM/CM firm Certified Minority Business Enterprise (MBE) Local presence, national expertise Over 90% of PMA s clients are repeat clients Patented NetPoint/NetRisk 5 SINCE 2000, PMA HAS BEEN RANKED IN THE TOP 50 CM-FOR-FEE AND TOP 50 PM FIRMSPMA ConsultantsIndustries Include: Ports and Harbors Airports Local Governments Utilities/Energy Transportation Buildings6 Services Include: Program/ Project Management Project Controls planning and Scheduling Project Risk Analysis Project Management Systems Construction Claims Benchmarking/Gap Analysis Performance AuditsWhat is Project Management7 Why do projects fail?

2 Poor Project scope definition Stakeholder misalignment No pro-active risk Management No visibility/transparency on performance No foresight (backward looking, not enough forward looking)7 Why is Project Management Important9 Ensures we get the outcome that we expectedWhat is a Project ? 10 Project A temporary endeavor undertaken to create a unique product, service or result. Has a start and a finishPMBOK 5thEditionWhat is Project ManagementMethodical approach to planning and guiding Project processes from conception to completion11 Key Concepts of Project Management12 Scope Management Schedule Management Budget Management Risk Management Stakeholder ManagementTriple ConstraintsFramework for Project Management13 Scope Management14 Scope ManagementProcessKey BenefitCollect RequirementsProvides the basis for defining and managing the ScopeDefines the boundaries by outlining which of the requirements will be Work Breakdown Structure (WBS)

3 Provides a structured vision of what has to be ScopeBrings objectivity to the acceptance process and increases the chances of acceptance of the final Project by validating each ScopeAllows the scope baseline to be maintained through-out the the Requirements16 Requirements can be divided into groups to allow for further refinement ( Business, Stakeholder, Technical Solution, Quality)Define the Scope Project Manager should understand why a Project is being sponsored and the value it represents to the business Project Scope Statement is a description of the Project scope, major deliverable, assumptions and constraints17 Create the Work Breakdown Structure18 Lowest Level is the Work PackageIntermediate Levels are Summarizations of work belowLevel 1 is the projectProjectWBS 1 WBS 2 WBS Scope Validate scope focusing on the acceptance of the deliverables Quality control focuses on the correctness of the deliverables19 Control the Scope Make sure requirements are well defined Involve users and stakeholders early on in the Project Have a transparent protocol for scope change management20 Schedule Management21 Schedule ManagementProcessKey BenefitDefine ActivitiesBreaks down work packages into activities that provide the basis for estimating, scheduling.

4 Monitoring and controlling the Project ActivitiesDefines the logical sequence of work to obtain greatest efficiency given Project Activity ResourcesIdentifies the type and quantity and characteristics of resources required to complete an activity which allows for more accurate cost and duration Activity DurationsProvides the amount of time each activity will take to ScheduleBy entering the activities, durations, resources and relationships the scheduling tool will generate a scheduling model with planned dates for completing the Project ScheduleProvides means to recognize deviation from the plan and allows the Project manager to take corrective/preventative actions to minimize Activities Activities are the fundamental work elements of a Project The lowest level of a WBS and the smallest subdivision of work that directly involves the Project manager22 Sequence ActivitiesA network logic diagram is a logical representation of all the activities in a Project showing their dependency relationships23 Estimate Activity Resources Resources are typically divided into three categories.

5 Labor (people) Non-labor (equipment) Material/Supplies25 Estimate Activity Durations Estimates should come from the person/group on the Project team most familiar with the work being performed on the specific activity Duration x Units/Time = Units26 Develop Schedule Critical Path Method (CPM) calculates the longest path of planned activities to the end of the Project This process determines which activities are "critical" ( , on the longest path) and which have "total float" ( , can be delayed without making the Project longer)27 Control Schedule Create a baseline schedule once scope is finalized Monitor progress against baseline schedule Can only be changed through formal change control procedures28 Budget Management29 Budget ManagementProcessKey BenefitDevelop BudgetDetermines the amount of costs required to complete the BaselineDetermines the cost baseline against which Project performance can be monitored and BudgetProvides a means to recognize variance from the plan (baseline) in order to take corrective action and minimize BudgetControl Budget32 Determine baseline after the scope is finalized Monitor Project cost progress against baseline Can only be changed through formal change control proceduresEarned Value Management (EVM)

6 Methodology that integrates scope, schedule, and cost measurements to assess true Project performance and progress33 Stakeholders Management34 Identifying and engaging them early in the process is Management35 HighConcern /Importance(or power)Based on Jaap SchekkermanPower vs. InterestKeep SatisfiedManage CloselyMonitor(Minimum Effort)Keep InformedLowHighInterest levelQuality Management36 Quality ManagementProcessKey BenefitQuality AssuranceFacilitates the improvement of quality the causes of poor quality and recommending and/or taking action to eliminate ControlValidating thatthe deliverables meet the requirements specified bykey stakeholders necessary for final Management38 Risk ManagementProcessKey BenefitIdentify RiskDocumentation of the existing risksand the ability of the Project to anticipate Risk Analysis(Qualitative and Quantitative)

7 Enable the PM to reduce the level of risk and uncertainty and focus on the Risk ResponsesAddresses the risks by their priority andadds the needed resources to the RiskApproves the efficiencyof risk approach through out the Project life cycle to continually optimize risk ManagementQualitative risk analysis rapidly sorts the identified risks40 Risk Management41 Quantitative risk analysis identifies cost and schedule impacts Best Practices Create a Risk Register early on (during the planning phase) Prioritize your risks Risk identification happens continuously. Make it a standing agenda item at progress meetings Be mindful of Issues or Events that have associated risks Clarify who is responsible for each risk Monitor risks on weekly/monthly basis 42 What is the Project Management Plan Project Management Plan acts as the road map for the Project Describes the Project goal ( scope, schedule, budget) Describes how the Project will be managed and executed ( scope control, risk register, quality Management ) It is created during the initiation phase of the Project and should be maintained through out the project43 Project Management Plan Outline44 What is the role of a Project ManagerThe Project Manager has the overall responsibility and accountability for the successful initiation, planning , design, execution, monitoring, controlling, and closure of aproject.

8 45 Anticipating and Resolving issues; being ahead of the gameCharacteristics of an effective PM46 Accountable Anticipates potential problems - Proactive Resolves conflicts Technically competent Skilled politician Good motivator Visionary Leads by example Effective time management47 Project Manager EvolutionReactive Waiting Responding Others Set the Agenda Out of ControlProactive Anticipating Taking Action to Avoid PM Sets the Agenda In Control48 Attributes of a Proactive PMANTICIPATES Gains comprehensive Project understanding Sets expectations Monitors the situation Analyzes the data provided CommunicatesTAKES ACTION QUICKLY Sets the agenda Maximizes the resources available to tackle the problem Makes a decision Mobilizes the team CommunicatesAnticipates Project problems and takes steps to avoid themQuestions?

9 49 Thank You!Dina Keirouz, Haas.