PM000 PMMethodology GDE
PM000 PMMethodology GDE
PM000 PMMethodology GDE
Methodology
Guidelines
Table of Contents
1. Project Management Overview..............................................................................1
1.1. Background....................................................................................................1
1.2. An Overview of the Project Management Philosophy and Mission................1
1.2.1. The PMO’s Mission.............................................................................2
1.2.2. What Is A Project?...............................................................................2
1.2.3. What Is Project Management?............................................................2
1.2.4. What Is A Project Management Life Cycle?.......................................3
1.2.5. Deliverables Typically Produced for Each PMBOK Knowledge Areas4
1.2.6. Project Management Life Cycle and Knowledge Areas......................5
1.2.7. Elements of Successful Project Management ..................................15
1.3. Project Approach Selection Technique - Selection Indicators ....................15
1.3.1. Indicators for User Workshops .........................................................15
1.3.2. Indicators for Interviewing ................................................................15
1.3.3. Indicators for Questionnaires ...........................................................16
1.3.4. Indicators for Teamwork ...................................................................16
1.3.5. Indicators for Individual Work ...........................................................16
1.3.6. Indicators for Classical Progress Control .........................................16
2. Project Management Step-By-Step Guide .........................................................17
2.1. The Initiation Phase .....................................................................................17
2.1.1. Purpose ............................................................................................17
2.1.2. Project Manager Role: ......................................................................17
2.1.3. Inputs ................................................................................................17
2.1.4. Outputs .............................................................................................18
2.1.5. Step-By-Step Process ......................................................................18
2.2. The Project Planning Phase ........................................................................24
2.2.1. Purpose ............................................................................................24
2.2.2. Project Managers Role .....................................................................25
2.2.3. Inputs ................................................................................................25
2.2.4. Outputs .............................................................................................25
2.2.5. Step-By-Step Process ......................................................................26
2.3. Project Execution and Control Phase .........................................................59
2.3.1. Purpose ............................................................................................59
2.3.2. Project Manager Role .......................................................................60
2.3.3. Inputs ................................................................................................60
2.3.4. Outputs .............................................................................................60
2.3.5. Step-By-Step Process ......................................................................61
2.4. Project Close-Out Phase ............................................................................75
2.4.1. Purpose ............................................................................................75
2.4.2. Project Manager Role .......................................................................75
2.4.3. Inputs ................................................................................................75
2.4.4. Outputs .............................................................................................76
2.4.5. Step-By-Step Process ......................................................................76
3. Appendix A – Glossary of Project Management Terms ...................................79
1.1. Background
This manual was developed to guide project managers through corporate project
management methodology. The project life cycle consists of four major phases:
Initiation, Project Planning, Project Execution & Control, and Project Closeout.
Documents and Templates supporting the project management process have been
tailored to meet the need of having a “Basic Toolkit” of pre-designed forms. Forms and
sample reports are included in Appendix B and referenced throughout this manual.
Hyperlinks are provided to take you directly to the tools if you are using an electronic
copy of this manual.
This manual presents a framework for managing projects using basic tools needed for
success. The framework should be modified for each individual project as it applies to
the given effort. This model provides a methodical approach to conducting projects so
that they meet the needs of the project sponsors successfully and consistently. A
Glossary (Appendix A) of common project management terms is included to help
standardize terminology throughout the organization.
Much has been written about change in the business community. Indeed, we all know
the one constant is the existence of change. Marketing strategies, manufacturing
strategies, service strategies - all must accept the realization that as soon as the details
are spelled out, factors in the marketplace will demand that the strategy be revisited.
Managing change has become a key ingredient for today’s successful business.
Business has also become extremely complicated. This complexity is related to the
number of factors involved in the effort, the global scope of markets, and the sheer size
of the efforts being undertaken. Even small decisions often involve the interplay of
hundreds of variables.
Project management is both an art and a science. The processes presented in this
document illustrate the science of project management. The science consists of a
systematic approach using a standard methodology. The art consists of “soft skills”
including leadership, trust, credibility, problem solving, and managing expectations. The
art of project management is developed through experience, practice, and intuition. A
project manager who is skilled in the art instinctively knows how and when to react to
Projects can be defined in many different ways. However, there are some traits that all
projects have in common. Typically, these traits are used to identify what a project is.
The most distinguishing feature is a specific time frame. All projects have a beginning
and an end. Many efforts are called “projects” but actually become programs as they
extend indefinitely and cover broader, less specific business objectives. Projects must
have a clear, definitive goal or objective. The objective is specific, identifiable, and can
be accomplished. A project usually involves varied activities, which produce
quantifiable and qualifiable deliverables that when added together, accomplish the
overall objective.
The process each manager follows during the life of a project is called the Project
Management Life Cycle. A proven methodical life cycle is necessary to repeatedly
implement and manage projects successfully.
During the life cycle of any project, proven and tested project management processes
or best practices are should be initiated. The types and extent of processes initiated
depend on the nature of the project, i.e. size, probability of failure and consequences of
failure. Strong and effective leaders apply process to protect all projects.
The Project Management Institute (PMI) provides guidance for project management in
the Project Management Body of Knowledge (PMBOK). Every project has a life cycle,
with a beginning, a life and an end (defined by accomplishing the objective). The
following defines a typical project life cycle and shows the relationship between PMBOK
Life Cycle Phases and our Life Cycle Phases:
Initiation Initiation
Planning Planning
Controlling
Closing Close-out
There are 9 major knowledge areas of project management that PMBOK describes as
required expertise for all project managers. They are:
• Scope Management
• Communications Management
• Risk Management
• Human Resources Management
• Procurement Management
• Time Management
• Cost Management
• Quality Management
• Integration Management
Each of these management areas consists of processes, tools and techniques that are
produced and/or applied to some degree during the course of any project. The following
set of illustrations depict the project management life cycle, knowledge areas, and
processes used:
Integration
Management
Scope
Management
Communicatio ns
Management
Risk Management
Human
Resource
Management
Procurement
Management
Time Management
Cost Management
Quality
Management
Project Management Methodology Guidebook Project Management Overview
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QUALITY M ANAGEM ENT PROCESS
“Project Quality M anagem ent includes the Processes required to ensure the Project will satisfy the needs
for which it was undertaken.”
Comp
let e d
Checklist
•___
Describes what it is, & how •___ Inspectio n
Quality C hange Req Rework
Q uality Process •___ •___ _____
M a na ge m uest •____________
e nt •________ •____________
•____________
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•_______ •_____ •________
Operational •________ Statistical
•_______ Definitions •_____ •________
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•_______
•__________ •________ Corrective •________ Process
•_____ •________ Adjustments
Action Plan •____
•_____ Plan
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Check List •____ Co •___________
•__________ •___________ •____ ntrol/Trend •___________
•__________ •___________ C harts
•___________
•__________ •___________
•__________ Flow C
•__________ harts
ISSUES MANAGEMENT PROCESS
“Project Issues M anagem ent includes the Processes required to identify, resolve, and control in a
timely m anner factors which could influence the overall scope, tim e, cost, risk, and quality of the
project.”
( By the Original Team Member ) ( By the Original Team Member & Team Leader)
( By the Original Team Member ) ( By the Assigned Team Member ) ( By the Assigned Team Member )
• Requests for Change • Determ ine what action is required to Investigation Issues
• Performance Reports resolve each Issue Includes: Report Subm itted
• Status Reports • Assign Spon sor and Team M em ber
• Issue Num ber
• Schedule Updates who will be responsible for resolving
(a)
each issue
• Issue Title
• Assign a “Drop-dead” date for the Copies to:
• Issue T ype
• Issue Category
resolution of each Issue
• Issue Status • Original Team M embers
• Perform “ W hat-if ” schedule impact
• Issue Priority • Sponsor
analyses to determ ine im pacts to the
• Subm itted by • Assigned Team M em
overall schedule, cost, scope, and
• Issue Date bers
quality of the project
• Assigned Date To C hange
(a) Issue # to be assigned InitiateChange
Change Management
Initiate
by Lotus Notes Request Process
Request
( if( if applicable) )
applicable
Requests for
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APPROVED
CHANGE M ANAGEM ENT PROCESS
“ Project Change M anagem ent includes the processes required to control changes to the project scope”
• The participants have the authority to confirm the deliverables for the business.
Usually this implies that they are management representatives. If they do not have
this authority, the advantage of the short decision cycle is lost.
• There is a basic understanding and spirit of cooperation among team members, and
a motivation to produce deliverables within a limited time frame.
• A qualified facilitator is available. If this is not the case, the risk of failure is high. An
unsuccessful workshop can very quickly damage the confidence of the business
users and the project team.
• Appropriate facilities and equipment are readily available.
2.1.1. Purpose
The purpose of this phase is to develop a high level plan and risk assessment for a
proposed project and to provide information for portfolio assessing strategic viability the
project. Emphasis is placed on analyzing the project sponsor’s strategic requirements
as well as immediate needs. Several high-level project management deliverables will
be produced during this phase. These high level deliverables will provide a foundation
for estimates and for the Project Charter.
On small engagements, the project manager may not be available during this phase.
The sponsor may conduct the assessment. For major opportunities, the project
manager should be assigned and work with the sponsor to determine a proper solution
and derive an accurate scope of the project.
2.1.3. Inputs
• Interviews with customer and other key personnel
• Strategic documentation
• Customer literature
• Lessons learned from previous projects performed for project sponsor
2.1.4. Outputs
• Opportunity Summary
• Pre-Project Budget Worksheet
• Opportunity Assessment Detail
• Quality Assurance Template
• High Level WBS
• High Level Risk Assessment
• Client Cost Benefit Analysis
• Problem Identification
• Proposal Checklist
• Project Proposal Document
• High Level Project Charter
1. Interview Customer
Y Conduct interviews with the customer. Understand the customer’s strategic
vision for the company and the customer’s objectives for achieving the vision.
Determine the basic problem or need by asking open-ended (not yes or no
questions) that probe to get beyond the symptoms to the real problem or need.
Review the proposed solution and determine what other solutions that should be
considered. Review the process the customer used to evaluate the problem and
identify possible solutions and the reason the customer selected the requested
solution. Ask “why” often. Ask questions to verify the basic scope of what the
customer is asking for. Obtain from the customer any documentation and
company literature that might be pertinent to the request.
2. Conduct Internal Research
Y Interview other personnel from your group and the customers group. Review
documentation. Develop processes charts to study the “current state” of the
organization, function or process. Obtain organization charts.
Review the issues logs from previous projects to identify potential risks (all issues
were once risks).
5. Review Customer Requirements
Y The project manager is responsible for identifying and understanding the
customer requirements of the project. By reviewing any existing requirements,
business case or proposal documents, the project manager should be able to
determine the purpose of the project and the expectations. The project manager
must identify all requirements that are unclear, incomplete, unfeasible,
contradictory, or that in some way may prevent the successful completion of the
project. Meeting with the project owner to discuss the requirements and any
vague items is required. The project manager must schedule a time with the
project owner as soon as the project manager is assigned to review the project
and understand the expectations. A copy of the Project Sponsor Assessment
Checklist should be used as a starting point and all project deliverables should be
communicated, agreed upon, and documented. The project manager will provide
a copy of the meeting minutes documenting the agreed upon deliverables. The
meeting minutes should be distributed to the project owner within 24 hours of the
meeting. This allows both parties to see the results of the meeting and address
any disagreements immediately.
6. Define Project Roles
Y The question of what level of authority the project manager should possess is
natural when consideration is given to the large number of people that must be
depended upon for results, but are not under the project manager’s direct control.
The question becomes even more relevant considering the differences in
responsibilities of the project manager and the functional managers. The project
manager is ultimately responsible for developing a cohesive project team
motivated toward success making the project managers leadership qualities,
interpersonal skills, and credibility are far more important than formal authority. A
project manager possessing these attributes can usually find a way to “make it
happen” with or without formal authority, but the project owner should give the
project manager the level of authority that enables the project manager to
successfully accomplish the assigned responsibilities. The project owner should
provide the project manager with a formal statement or contract detailing the
scope of authority being granted. The level of authority should be directly
proportional to the expectations and responsibilities. When the project manager
is unable to resolve issues or negotiate solutions at the lower levels of the
organization, the project owner is responsible for escalating those issues to
higher levels.
In order to have a successful project, all project stakeholders must know and
understand their role in the project. It is the project manager’s responsibility to
communicate these roles to the project stakeholders.
Project Manager: The project manager is responsible for managing the project’s
scope, schedule, and cost to support the owner’s expectations for the successful
completion of the project. Typical duties include:
The decision to prepare a risk avoidance and risk contingency plans depends on the
circumstances associated with each project. In most cases these plans should be
prepared for a specific area of risk if:
2.2.1. Purpose
The purpose of the Project Planning Phase is to kickoff a new project and establishes
an accurate plan and schedule. The infrastructure that is established during the
planning phase is critical to effectively manage the projects success. At no other time
during the life of the project is the success of the project more vulnerable. During this
phase, responsibilities are assigned; communications and reporting expectations will be
developed and presented to the project team. Tracking systems will be established. The
project team will further decompose the high-level work breakdown structure into
measurable tasks. This decomposition will form the basis of the project plan and
schedule. Once the project team has determined the scope of the project a Risk
Management Plan can be developed. The rigor that is established during this phase is
dependant on the size, visibility, and impact of the project. The effort taken during the
project planning phase is directly reflective of the project’s ability to reach a successful
conclusion.
• Obtain staff
• Assign roles & responsibilities
• Develop Organization Chart
• Prepare Project Notebook and Project Files
• Develop the detailed WBS
• Develop Communications Plan
• Establish reporting frequencies
• Conduct due diligence or risk assessment
2.2.3. Inputs
• High Level Project Charter (with attachments)
• High Level Risk Assessment
• Requirements Document
2.2.4. Outputs
• Communications Plan
o Communications Matrix
o Issue Log
o Documentation Matrix
o Status Reports
o Organization Chart
• Project Charter
• Project WBS
• Requirements Traceability Matrix
• Responsibility Matrix
• Project Notebook
• Project Schedule
In order to hold a successful detailed planning meeting the project manager must
determine the following:
Meeting Attendees The detailed planning meeting attendees will include the
project manager, the project owner, and all project team
members. This information is listed in the agenda.
Agenda The Purpose must be stated clearly to set expectations and
stimulate interest in the meeting. An Agenda will include the
meeting attendees, subjects to be covered and time for each.
The meeting attendees must be listed in the agenda section that
is distributed. The agenda for the detailed planning meeting will
include the project owner discussing the purpose and
expectations of the project. A High-level WBS will be produced
and responsibilities will be assigned to the project team
members. The project manager will facilitate the identification of
the following:
Equipment and The project manager must ensure the meeting location is
Props equipped with the needed equipment and props for the
meeting. Equipment includes overhead projectors, white
boards, markers, tables, and chairs. Props include the post-it
notes, easels, large paper, and tape.
Meeting Minutes The project manager should designate one person at the
beginning of the meeting to take the minutes. The project
manager will take responsibility for distribution of the meeting
via e-mail within 48 hours of the meeting. During the meeting it
is helpful to have current ideas and information captured on flip
charts for the visibility and focus of the project team.
2. Develop the Detailed WBS
The Detailed WBS process found in this section should be used to develop the
detailed WBS. It will result in a further decomposition of the project objective into the
deliverables that must be produced to successfully accomplish the project. These
deliverables are measurable in the hours and cost required to produce them.
Review the project sponsor-approved proposal or business case to determine if any
changes in scope have occurred during the approval process.
Once the WBS has been established and owners assigned the individual
deliverables can be broken down into verbs that describe specific tasks. These tasks
should take no more than 80 hours to complete. Taking the deliverable to the task
level enables you to establish a project schedule.
Review project goals and Ensure that the project team fully
objectives. understands the project goals and objectives.
Assign specific sections for further Assign to project team members the
breakdown. responsibility of breaking down deliverables to
lower level WBS elements.
Define WBS task and subtask Prepare WBS task and subtask element
details. descriptions, as they are developed.
Review WBS with project team. Conduct a team review of the project
structure created.
• Post-it-notes
• Markers
• Colored dots
• Pen and paper
• Flip chart paper
Use the following steps to guide the team through the development process:
4 Distribute colored sticky dots. Request that each team member place
their colored dots on the “work packages”
Assign one color per person. for which they will be responsible.
If not enough colors, place Ensure that each work package has an
marks on dots to differentiate. owner.
5 Explain the difference Have each owner assign work effort for each
between work effort and work package.
duration.
Add all the work effort totals to calculate high-
level work effort estimate for project time line.
Harware Installation
Complete 1.0 Requirements Testing Complete Installation
Complete 2.0 3.0 Compete
4.0
Procurement
1.1 Requirements Test Plan Install Sched Developed
Session 2.1 Developed 4.1
3.1
HDW
Installatio Requirements Testing HDW Validation
n 1.2 Documented Conducted Completed 4.2
2.2 3.2
HDW
Testing Requirements Test Results Software Installed
1.3 Analyzed 2.3 Documented 4.3
3.3
Requirements
Approved 2.4 Atlanta
4.3.1
Los
Angeles
4.3.2
Chicago
4.3.3
New
York
4.3.4
• Owner - It is not essential for the owners to do the actual work. They are
responsible for seeing that all the tasks are completed on time, within budget,
and meeting performance requirements. The owner may also create their
own responsibility matrix for their project team if they own many deliverables
and manage a sizable sub-team
• Reviewer - This person is responsible for interim review of deliverables in
progress. Additionally, they may interface on issues affecting the quality,
cost, or timeliness of producing the deliverable. They also determine when
the deliverable is ready to proceed through the approval process
• Approval – This person, usually someone from the project sponsor has the
authority to approve the final deliverable and will most likely intervene in issue
resolution concerning that deliverable. This approval usually indicates
acceptance by the project sponsor that the deliverable meets the
requirements and quality standards set forth in the Project Charter.
• Last Word – Regardless of approval levels, most organizations have a senior
representative that can “veto” or overrule an approving authority. This type of
action usually occurs very seldom and is typically tied to a change of business
strategy. It is important, however, for the project manager to identify who this
person is and understand their role in the project.
The Responsibility Matrix enables the project team to understand the responsibility
structure for each deliverable in the project. Another purpose of the responsibility
matrix is to ensure that all deliverables are assigned which helps eliminate any
duplication of efforts. It creates accountability and ownership of the deliverables
assigned. Distribute a copy of this report to any person named on the Matrix and
resolve any conflicts that may arise. The Responsibility Matrix also helps to
establish that all functional areas are accounted for within the project.
The project manager develops guidelines for all information created as part of the
overall Communications Plan (Appendix B). Consistency among project team
members requires guidelines for the information created and distributed. The
format, style and quantity of information to be implemented during the life of the
project should be well defined. Project managers should edit the Communication
Plan to develop a comprehensive understanding among team members on how the
team will communicate.
Another very important aspect of communication is the interaction among the project
team members, owner(s), and other project stakeholders. Situations arise where
communication among project stakeholders is needed, including participation on
users groups, advisory teams, and in newsletters. The project manager must
understand the importance of communication to the success of the project and
create an environment in which communication is encouraged and accomplished.
The following sections describe components of well-defined communications plan.
Once the project team has been defined and the high-level WBS has been
developed, the project manager will develop the project team organizational
structure. The project manager must determine the project team members and
the functional department and manager to whom they report. The project
manager should create the project’s organizational structure to provide a means
of communicating the reporting relationships throughout the project life cycle.
Use the Organization Charting function found in Microsoft Word to develop the
Organization Chart. See the Organization Chart for a sample Organization
Chart.
Once the project team (the “core” team) has been assigned, the project manager
will develop the Project Directory. The purpose of the project directory is to
provide an easily accessible document containing project stakeholder contact
information. A project directory includes all project team members. Be sure to
include items such as email, cell phone, or pager information. The Project
Directory must be updated in a timely manner to keep it as an effective
communication tool.
The project manager will develop, at a minimum, a Global Distribution List. The
list should contain all necessary contact information for each person involved in
the project. Be sure that any team members external to the organization are
given appropriate access to this list. The project manager should print a copy of
each member record and provide this copy to each member that does not have
access to the Global Address book.
• Enter the recipients. Groups are already entered, but the project manager
may need to add specific individuals.
• Enter the report or meeting title. Again, a select set of documents, reports,
and meetings are already entered. Edit the matrix to add or delete any that
do not apply.
• Indicate the method and frequency for each title next to the name of each
recipient.
• Be sure to update and redistribute the Communications Matrix as
additions/changes occur
e. Meeting Management
Meetings are an important form of communication among project teams. Types
of meetings include:
The project manager will have planning meetings during this Phase to develop
the project plan that includes the schedule and various plans.
Once the project has been planned, the project manager will conduct regularly
scheduled status meetings. These meetings will inform the project manager and
project team of the project status, surfacing issues, and updating action items.
Status Meeting
Project Manager
The project manager will also conduct management review meetings with the
project owner. During the management review meetings, the owner will decide
to continue the project and/or make changes as necessary. These meetings will
provide the project team with continual awareness of changes in owner
requirements as well as regularly communicate the project’s status to the owner.
They will also promote owner awareness of issues and constraints the project is
encountering. Bad news does not get better with age.
Project Owner
Meeting Minutes The project manager should take notes during the
meeting. The project manager will type the minutes from
the notes and distribute via e-mail or memo within 48
hours of the meeting.
Other specially scheduled meetings held throughout the project include technical
reviews, design reviews, interim project reviews, and budget reviews.
Once the project has been completed, the project manager will conduct a post
implementation review with the project owner to discuss any outstanding issues
and ensure owner satisfaction.
g. Status Reporting
Even though status reporting is accomplished during the Execution & Control
Phase, it is important for project managers to determine specific reporting
requirements early in the planning process. Reporting provides project
stakeholders with information regarding how resources are being utilized to
accomplish the project objectives. The project manager will provide regular
status reports, progress reports, and forecasts (additional resource requirements,
estimates to complete, etc.). The project manager must ensure that the team
members are aware of what information is needed, in what format, and by when.
This will facilitate the accurate and timely production of reports.
Status meetings are held regularly to report on progress and issues encountered.
Several types of reports may be used to communicate the overall status of the
project.
• Variance reports compare the actual results to the project plan baseline. Cost
and schedule variances are the most common variance reports generated. A
trend analysis studies project performance over time to determine if
performance is improving or declining
• Performance reports organize the collected information and analyze the
results. Typical formats for performance reports include Gantt charts, S-
curves, histograms, and tables.
Status reports should be tailored to the specific need of the project. The project
manager can use the templates provided as a baseline for creating custom
reports.
• Project Charter
• Communication Plan
o Organization Chart
o Communications Matrix
o Issues and Action Items List
• WBS Baseline Schedule and Cost & Current Actual Schedule and Cost
• Responsibility Matrix
• Scope Change Log
• Current Status Reports (Archive past reports as needed)
• Risk Management Plans
• Other Project Documentation as needed
In addition to the Project Notebook, the project manager will set up the project
files (both electronic and manual as appropriate) according to the needs of the
project. Use the Project File Checklist (Appendix B) to determine the files that
need to be established.
The project manager should organize and prepare for a risk meeting that is
separate from project detailed planning meeting.
To begin, the project manager should prepare and distribute the assessment
agenda. In planning for this meeting, be sure to allow at least four hours. The
project manager should also identify a separate facilitator since the project
manager will actively participate in this meeting. Senior management should not
participate in initial risk assessment meetings so the project team is not inhibited
to openly discuss and assess all risks and impacts to the project.
Before the meeting, make sure the following items have been arranged or
prepared:
• Meeting room
• Overhead projector
• Computer with a spreadsheet program
• Agenda distributed at least two days in advance
• On the day of the meeting, list the risk attributes separately on flip chart paper
and post around the room.
Kick off the risk meeting with a review of the project charter and any critical
issues, milestones, or assumptions that have already been determined. In
addition, describe the attributes listed on the flip charts to encourage participants
to begin thinking of possible risks. Because this initial risk meeting is used to
gain feedback from the entire team, it is important to make sure each participant
feels unrestricted in identifying and assessing any risks. Once you have set the
stage for he meeting proceed as follows:
• Have each participant go around the room listing risks on each of the attribute
flip charts posted before the meeting.
• Have the recorder enter each risk listed into a Risk Planning Spreadsheet
organized by attribute.
• Each participant is given a printed copy of the spreadsheet and asked to rate
from 1 to 10 (1 – low to 10 – high) the probability of occurrence and the
consequence if the risk event occurs.
• Collect the sheets and enter them into the spreadsheet so an average score
can be obtained for both the probability and consequence.
• Plot each risk, based on the average probability and consequence on a graph
as follows:
10
A B
Probability D
1 C E
1 Consequenc 10
• Review the results with the team to gain concurrence on each risk. Where
significant differences occurred in individual scoring, discuss in detail the
reasons for the difference.
• Next, prioritize the risks as a group from the most important to the least
important. Assign ownership to each risk.
• Select the top 5 – 10 priority risks (depending on the total number.) Enter
these risks into the Risk Priorities List. These risks will have detailed plans
developed that will help you manage the consequence of the risk. For all of
the other risks, detailed plans will not be developed, but they likewise must be
reviewed periodically to ensure the do not become a higher priority risk.
Adjourn the meeting with clearly defined deliverables, with completion dates, that
will result from the development of the risk plans for the selected top priority
risks. Owners should develop the risk plans using the Risk Management Plan.
Use the Risk Management Plan to develop detailed Risk Management Plans.
The template is designed to provide a comprehensive assessment of each risk
and the mitigation/contingency plan in the event the risk occurs. Once the Plan
has been developed the project manager will consolidate the plans and ensure
any needed deliverables are added to the WBS.
• A project owner/sponsor
• A project manager
• An assistant project manager (backup)
• A project office
• A project team
Generally, project managers are assigned full-time to the project and work out of the
Project Management Office, whereas the project team members work out of the
functional units and may spend only a small percentage of their time on the project.
Five basic questions should be considered before the staffing function begins:
The staffing requirements are in addition to the project team members assigned
during the initiating phase. The acquisition may be both internal and external to the
company. The resources identified are more skill related; for example the project
may call for a C++ programmer or a technical writer. The project manager must
acquire (either internally or externally) these resources to carry out specific project
tasks.
After determining the preferred project staff, negotiation skills are essential in
acquiring the desired project staff. The project manager will negotiate with functional
managers for the use and availability of their employees. Changes in resource
requirements will occur during the project and may cause availability problems. The
project manager will have to negotiate with the functional managers for extended
resource availability based upon project priorities.
Negotiations between the project manager and the owner/management will occur if
the project manager concludes that hiring external personnel will provide more
suitable qualifications to perform project tasks than internal candidates. If
outsourcing is necessary, contact the Human Resources Department for assistance.
7. Schedule Preparation
a. Determine Calendars and Time Constraints
The project manager is responsible for determining the project calendar and time
constraints that exist. The project calendar is used to specify both working and
non-working days including company holidays and weekends. The project
calendar is used for the overall project. However, the project manager may
develop individual resource calendars for the project team to address vacation
time, individual schedules, and team member availability (if not available full-time
for the project).
Once all of the deliverables have been entered into the scheduling tool, the tasks
are then entered. Each of the deliverable owners were asked to develop detailed
tasks lists for each of the deliverables they own. This was done at the end of the
detailed project planning meeting. The project manager should now have
collected all the Developing Tasks Worksheets from the deliverable owners.
There are two rules to always follow when developing a task description:
• A description of the task should contain no more than fifty characters. This is
a general limitation for producing Gantt charts and fitting the task description
on a standard page. If more detail is necessary, use the note area in the
scheduling too.
• Always use a format with a verb first and then a noun. Using verb first forces
an action to be established for the task. Examples: Develop
Communications Plan; Obtain Approval; Produce Reports, etc. Remember,
deliverables are nouns and tasks are verbs.
Having collected the Developing Tasks Worksheets, the project manager should
now enter all of the tasks into their Microsoft Project schedule.
c. Task Estimates
One of the most important processes of the project plan is that of estimating the
time involved in completing each task. These estimates are being made at a
time when many variables of the future are unknown. Some of the pieces of
information that should be used to make the best estimate are:
• Effort is defined as the total number of hours that will be expended on a task.
For example, if two people work 5 hours each, then the total effort for that
task is 10 hours.
• Duration is defined as the total number of calendar days that it takes to
complete a task. For example, if the same two people spend 10 total hours
working on a task that they start on Monday and end on Friday, then the total
duration for that task is 5 days. Duration is affected by resource availability,
waiting time for deliveries, or other interruptions in the constant flow of work
hours to complete a task. Never assume that 8 work hours equates to 1
duration day.
• Resource Requirements - The project team will determine what types of
resources are needed and how much of each one are needed to complete the
activities defined in the WBS. The duration of any task is usually influenced
by the amount of resources assigned to it.
• Resource Capabilities - The duration of most projects will be influenced by
the quality of the resources assigned to them. Individuals who have worked
on several similar projects previously would generally be expected to
complete an assignment in less time than new personnel do with little
experience in project work.
• Historical Information - Many tasks of a project may have been performed
before, either by the project team, other members of the organization, or by
outside entities for which information may be available. Some sources which
should be utilized are:
o Project files: Previous project teams or project members may have
records that would help in estimating duration times for tasks in a new
project.
o Commercial duration estimating databases: These databases may be
helpful in obtaining durations for tasks that are common to many different
applications, such as characteristics of different wall coverings.
o Project team knowledge: Members of the project team may have been
involved in a similar project and may have direct experience with task
durations.
The deliverable owners in the Developing Tasks Worksheet should have
provided durations and effort estimates. Use this information to initially set up
the project estimates. Once all of the information is in Microsoft Project, the
project manager will be able to determine the overall accuracy of the information
provided.
d. Sequence Tasks
In order to develop a schedule for the project, a project manager must determine
the inter-task relationships. Determining the sequence in which the tasks must
be performed, identifying the number of tasks that can be underway at the same
time (called parallel paths), and identifying the dependencies is called Task
Sequencing. Task sequencing and inter-task relationships should be developed
during planning meetings with the team members responsible for each area of
work. There are generally three types of dependencies that are necessary inputs
to sequencing: mandatory (hard-logic), discretionary (soft-logic), and external
(either hard or soft-logic), and each is discussed below.
All projects should have a ‘start’ and ‘finish’ milestone. Other milestones will be
inserted in the logic for clarification of major accomplishments. Limit the number
of ‘start-to-start’, ‘finish-to-finish’, and ‘start-to-finish’ relationships because of the
difficulty in understanding the logic. Lag and lead times for dependencies may
be used.
To develop an accurate logic diagram always ask the question: What do I have
to complete before I can start this task? Do not ask the question, “What do I
do next?”
The calculation of the schedule, the critical path, major milestones, and date of
completion must be verified that they are logical and within the time constraints of
the project. A critical path is the path(s) throughout the project with the longest
duration or the one(s) with the least amount of float. Float is the amount of time
an activity may be delayed from its early start without delaying the project
completion date. The critical path tasks must be verified. Does it make sense for
certain tasks to be on the critical path? This is a reality check. Also, the dates
on major milestones and project completion date must be checked to see if they
are within the constraints from the owner.
The project manager, with the consensus of the project team, will coordinate all
changes to the schedule. All schedule changes that are affected by scope
change will be documented through the scope change control. The Gantt Charts
in the scheduling tool will compare the actual dates to the established baseline
dates. The project manager will develop the exact control procedures for all
schedule change control.
• Company Labor - This charge results when any employee charges time on
their time sheet to the unique project account code.
• Overhead - This charge is based on the employee’s time charged to
company labor. It is pre-calculated percentage added to company labor to
cover the cost of employee benefits. This percentage should be adjusted
each year. The project manager should consult the Accounting Department
for the current percentage and further detail as needed.
• Material - This charge results when standard stock material is obtained from
the warehouse supply using the unique project code. Non-stock items are
charged when they are received by the warehouse and transferred to the user
via a stock requisition form. This information is updated nightly. The project
manager should be included in the approval routing for all project material
purchases requiring a purchase order.
• Direct Business - Travel, training, food and lodging are examples of charges
that fall into this category. All expenses (except mileage) associated with
employee expense account are included. The project Manger before
payment should approve reimbursements charged to the project’s account
code.
• Outside Services - These costs result when any non-employee charges time
to the project via a supplier invoice. These charges may be a small part of a
large invoice but will be identified by the cost code. The project manager may
also have a unique purchase order number issued specifically for the project
that the project manager will receive invoices against. In either case, the
project manager should review all invoices resulting in charges to their project
for accuracy and comparison to the budget.
• Company Services - These costs result from charges from other
departments in support of the project. An example would be graphic artwork
done “in house”.
The project manager should create a simple spreadsheet to track total costs for
the project. The largest portion of most project costs is associated with labor.
For this reason the resource table in Microsoft Project should reflect as
accurately as possible the hourly rate for any project resource. Contact the
Accounting Department for assistance in determining labor costs.
9. Measuring Quality
Quality is one of the most important aspects of project management. It should be
inherent in everything that is produced. If the project manager waits until the end of
the project to determine if the quality was met, then it is too late to make corrections
that could have been identified earlier on. Quality is measured in a variety of ways.
For example, a good requirements gathering and software testing program ensures
quality as the project progresses. Phase sign-off at the end of critical deliverables
help ensure quality before progressing to the next phase or deliverable.
A quality management plan describes how the project management team will
implement its quality policy. It will not only address the quality requirements of the
project but must also address the policy and procedures of the existing corporate
quality plan reviewed during the Initiation Phase.
Y Objectives (performance)
Y Monitoring and acceptance criteria
The quality of the product must meet or exceed all of the project’s objectives as
stated in the project charter. If the objectives are met, the quality of the product is
achieved and the owner and users will be satisfied. Developing specific,
measurable, and time-framed objectives will help create a quality plan that is
quantifiable.
Quality audits will be performed periodically throughout the project life cycle to verify
processes and procedures are in compliance. Quality must be incorporated into the
project processes. It is always easier to do it right the first time than have to rework
the process. Simply because a projects processes were adhered to does not
guarantee product compliance. However, the more detailed quality management
plan in place increases the likelihood of conformance.
The project manager may select one project team member to be quality manager.
The quality manager will monitor the product to ensure compliance and report
results to the project manager.
The project owner is responsible for approving the acceptance criteria, as well as
approving any changes that are to be implemented. The owner also sets the
standards for quality.
Y Checklists
Y Quality Reviews
Y Reporting
Y Communication
Y Project Plans - change control
Checklists ensure that the project plans are complete and eliminate the omission of
items.
As needed, project manager will create and distribute reports that are relevant to the
quality management of the project. These reports include the project status report
and meeting minutes.
Satisfaction must be measured throughout the project. Owner, user, and team
member satisfaction are essential to the quality of the management of the project.
The owner must believe the project is running smoothly and well managed. The
users must have confidence that the deliverable will provide the expected benefits.
Team member satisfaction is equally important to project quality. The team must
feel empowered, challenged, and believe their efforts contribute to the success of
the project.
The project manager will conduct status updates and owner review meetings. The
status update meetings must be timely, follow the agenda, and have documented
meeting minutes.
The project manager will monitor project statistics including time, cost, and
resources and compare to the baseline. Actual start and finish dates will be
compared to the baseline dates to determine schedule variances and task on-time
statistics. Actual costs versus budgeted costs will be compared and the cost
variance will be determined. By comparing the statistics with the baseline figures
the project manager can gauge how the project is doing in accordance with the
project plan. The project manager will monitor all changes to ensure that the change
control processes are being followed and that the project plan is being updated
accordingly.
• Whether to procure
• How to procure
• What to procure
• How much to procure
• When to procure
Once it is determined to procure the product or services then the project
manager, working with the procurement department (when applicable)
• Select a supplier
• Arrive at a proper price, terms and conditions
• Issue a contract or order
• Ensure proper delivery
Once the project requirements are determined and the decision is made to
purchase from outside the organization, a contractor WBS (CWBS) will help
define what the deliverable expectations are and will provide for bottom-up cost
and schedule estimates and risk analysis.
The CWBS is used for developing the list of contract deliverables, the
specifications or state of work and the analysis of contract uncertainties. This
needs to include both technical and administrative performance elements –
analysis of all sellers’ obligations to the buyer. Other things to consider: quality,
shipping contract administration, documentation and reporting.
The next step is to prepare for source selection and contract formation
procedure. The following decisions need to be made:
b. Solicitation Planning
Once all the decisions are made in procurement planning a solicitation plan is
developed which documents the product or service requirements and identifies
potential suppliers needed to support the solicitation. Then, a solicitation is sent
out which obtains quotations, bids, offers or proposals as appropriate. From
these responses a vendor or supplier is chosen.
• Invitation for bid (IFB) - This is used for purchasing routine items when buyer
wants the best price.
• Request for proposal (RFP) – Used for more complex non-standard items
where the description is not as clear as an IFB and monetary value is
relatively high.
• Request for quotation (RFQ) - An RFQ is much smaller than an RFP and
usually contains a request for a price, delivery date for standard products and
any special packaging, shipping and handling conditions.
• Request for information (RFI) – Is also known as “contractor initial response”
generally used when the buyer is not sure if the product or service is available
or is the proper solution for the project requirements
• Invitation for negotiation – Is used when there is only one supplier capable or
being considered. There are five stages of negotiation:
o Protocol: setting the atmosphere, making introductions
o Probing: Identifying issues of concern, judging strengths and
weaknesses, finding areas of interest
o Scratch bargaining: Actual negotiations occur and concessions made,
points of concession identified and the gap narrows!
o Closure: Positions summed up and final concessions reached
o Agreement: documents drawn outlining final agreement, ensuring
identical understanding by both parties
Selection criteria – There are generally three categories of selection criteria:
Contract Types
It is important to choose the best type of contract for the project. There are three
broad categories:
• Identify any actions that conflict with the terms of the contract
• Notify the other party in writing of the action
• Seek authorization for any change to the contract only by authorized people
• Estimate the cost of the changes and the effect to the schedule and procure
sign-offs of approval from both parties before proceeding
• Team members document and report in writing all actions to comply with
authorized changes and the cost and time to comply
• Project manager must seek compensation for increases in costs.
• Document all changes and have both parties sign-off
Document Decisions and Events
2.3.1. Purpose
It is said that Project Management is 20% planning and 80% tracking and control. The
project manager is like a lifeguard looking for someone to save. The project manager
must monitor the project team at all times, because even the best team member can
drown. Executing, monitoring and controlling project progress is important to detecting
issues, problems and solutions early enough to quickly get the project back on schedule
so the objectives are still met. While it is impossible to foresee and plan for every issue,
project managers can regulate work as the project progresses, and still deliver a
finished product that meets the objectives and requirements laid out in the initiation and
planning phases.
The emphasis of the Execution and Control Phase is to ensure that each deliverable
achieves the desired results, in the designated period, within the designated cost, and
using the specified allocated resources. To ensure the accomplishment of that goal,
continuous supervision of the project is required. The project manager must ensure that
all the plans leading up to this phase are in place, current and can be implemented as
soon as the situation warrants.
The project manager is responsible for controlling the project. He or she implements
tracking and reporting processes, tracks the plan as it progresses and reschedules
when needed to keep the project on track. During this phase the project manager is
responsible for scope management. They will implement the change control process
and manage the change control log. It is during this phase that customer deliverables
are produced and the project manager is responsible for quality assurance and
deliverable signoff. In addition the project manager is also responsible for executing the
risk management plan and ensuring that risks have little or no unexpected impact on the
project.
2.3.3. Inputs
• Project Team
• Project WBS
• Communication Plan
• Risk Management Plan
• Organization Chart
• Responsibility Matrix
• Project Notebook
• Issues/Action Item Log
• Status Reports
• Project Schedule
2.3.4. Outputs
1. Tracking
Immediately after management approval, a project baseline should be established.
This baseline is the standard by which progress will be measured. Variances to the
baseline may trigger implementation of contingency plans developed during the
planning phase to keep the project on track. Once the project has begun, the project
manager must have a way to effectively monitor the progress against the baseline.
Many activities may be occurring simultaneously and may be difficult to control. In
order to stay involved with all phases of the project, the project manager will
establish a routine project review strategy and communication plan to ensure
current, accurate and consistent progress feedback. The frequency of each project
tracking/review is normally a function of the project’s remaining duration. As the
project draws to a close, the frequency should increase. Other variables such as
project phase, complexity, management visibility, overall cost, current performance,
and proximity to major milestones are also considerations.
2. Status Meeting
Project status meetings should be held by the project manager, as needed, to review
schedule and budget variances, focus on short term milestones, address any issues
and assign action items, and gain support for required scope or strategy changes.
The frequency of the status meetings is dependent on the expectations of the project
owner and the progress of the project. Each meeting should be documented and
meeting minutes distributed within 48 hours of the meeting.
3. Change Management
Issues arise throughout the project that could cause change in scope to occur. Once
a change has been requested, the project manager or the change originator will
complete the Scope Change Request Form (Appendix B). The project manager will
keep the Scope Change Request Log (Appendix B) in the project notebook.
Project managers should use the following process steps to control changes in
scope:
Minimize Float Usage - During the entire execution phase, the team should adopt
a proactive philosophy and think ASAP by establishing goals to out-perform the
target project. A healthy amount of pressure should be maintained by the project
manager to keep float usage at a minimum.
Crash the Schedule - If the schedule does slip, the first place to look for
improvement is the critical path activities. Every activity in the critical path
represents an opportunity to recover lost time. If a scope change is causing the
end date of the project to be extended, the project manager should evaluate all
tasks along the critical path to see if adding resources or re-evaluating the
duration estimate could shorten durations.
Expand Work Breakdown - Breaking large activities down into smaller pieces is a
good way to enhance control. “Divide and Conquer” is an appropriate strategy,
especially when more information is available than when initial planning was
performed.
Trend Analysis - If Earned Value Analysis is used and the resulting reports
indicate a negative trend, the problem could be several individuals, or a
combination of factors. Out of Target Projects, numerous scope changes,
inaccurate planning estimates and progress reporting, are the most common
occurrences the project manager should investigate and resolve.
d. Review Status with Owner
Once the scope change impact has been assessed, the project manager will
schedule a meeting to review with the project owner. The project manager must
have available the completed Scope Change Request Form and a
recommendation for the project owner. Based on the impacts associated with
the change and input from the project manager, the project owner will decide
whether to approve or reject the request.
After the project manager and project owner have discussed the scope change
request and associated impact, the project owner must sign the Scope Change
Request Form and designate either the approval or rejection. For major scope
changes, upper management approval is required. The project manager will
keep the owner signed Scope Change Request Form in the project files for
future reference.
Usually not all project plans will require changes. The project manager must
determine which project plans will be affected and update them accordingly. For
example, the communication plan may require additional reports to be generated
or the human resource plan may be altered to increase resources on the project.
It is the project manager’s responsibility to ensure that all project plans are
updated and adhered to.
When schedule changes are made, the project manager must ensure all project
stakeholders, especially project team members, are aware of the revisions.
4. Maintaining Quality
Quality Plans should not be seen as separate documents, but rather as a set of
quality review activities that must be included in the project’s detailed project plan.
The project team members and subject matter expert’s (SME’s) will provide the
project manager with reports noting compliance or noncompliance to the quality plan
or quality expectations, specifications, and procedures. As needed, the project
manager will intervene when quality is not acceptable. The determination of
acceptability is within the owner and other stakeholders. The project manager is
responsible for obtaining feedback from the owners and/or other stakeholders to
determine if the requirements have been met. The primary method of obtaining
quality feedback is to conduct regular quality reviews.
What they are not - A performance appraisal. A place to bring your ego.
Who should attend - Key stakeholders who are involved in the life cycle of the
product, e.g., requirement gatherers to operations people.
Who should not attend - Supervisors. This is not a meeting where politics
should be a factor, nor is it to be construed of as a performance appraisal.
Participants for each quality review should be free from personal criticism or
career implications. If personal performance is an issue, it should be address
privately between the individuals involved – not in the quality review session.
The Chairperson or Moderator, who may be the project manager or any other
competent person. This is a most demanding role, as it requires the ability to act
as a chairperson as well as having an understanding of the end deliverable.
The Reviewers, who must be competent to assess the end deliverable. They
must be thorough in their review and understand that they are taking personal
responsibility for the quality of the end deliverable.
5. Project Documentation
Throughout the project, the project manager will generate reports relating to quality
issues and conformance. This will include the project status report and weekly
status reports. A quality audit will be performed periodically to ensure accuracy of
the information.
Throughout the project, the project manager will develop lessons learned to be
placed in the repository. The lessons learned will address any issues or problems
encountered in the quality of the project and the associated resolutions. Use the
Team Member Evaluation Form (Appendix B) to gather and analyze lessons
learned.
Y Appropriate facilities - Reserve the best meeting facility possible within the
company. Reserve them well in advance. Make sure the climate settings are
comfortable. If presentation equipment and props are to be used, make sure
they are usable in the room. The meeting room should have speaker phone
equipment in it. There should be extra seats available.
Y Invitation to meeting - Because executive managers have more demand on
their time, send out invitations to the meeting well in advance. A meeting agenda
should also go with the invitation. Try to schedule meeting in the mid morning
when the attention span is usually the best.
Y Materials - Because executive managers have little time to spare, have all
materials and extras ready well before the meeting. Spare meeting equipment
(overhead bulbs, markers, easels etc.) is also desirable. Spare packets of the
presentation material should also be made. Be Prepared!
These are the steps needed to conduct a typical executive review meeting.
Y Send out invitations with meeting agenda well in advance (3 to 4 weeks) to the
executives.
Y Reserve meeting facility keeping in mind the previous criteria.
Y Have project managers update all project report summary information. Have
information consolidated. Review information for correctness.
Y Prepare rough draft of meeting material. Practice presentation of material.
Presentation will want to be in the 30 to 40 minute range. Make sure material
relays exactly what information will need to be presented.
Y Finalize material and produce presentation material packets along with any other
needed materials (overheads, charts, and graphs).
Y Confirm attendance from returned invitations. Know exactly who will be at the
meeting beforehand.
Y Day of meeting: Go to meeting room early to set up.
Y Greet executives before meeting while passing out presentation material.
Y Start meeting on time. Thank executives for attending.
Y Have a designated person take meeting minutes.
Y Present meeting material. If lengthy discussions start, use discretion to bring
them to a stop to continue meeting.
Y After material has been presented, open the floor up to questions.
Y After meeting is concluded, thank attendees and state that meeting minutes will
be forwarded to them within 48 hours.
7. Monitor and Control Project Risk
Risk control is the process of continually sensing the condition of a program and
developing options and fallback positions to permit alternative lower-risk solutions.
Continuously updating the risk management plan is an important step in risk
avoidance and risk control.
At a minimum, risk plans, and additional risks should be reviewed weekly by the
project manager and monthly by the entire project team. Plans must be updated
and new plans developed as risks change throughout the life cycle of the project.
There is no single method that will suffice for managing all conflicts in temporary
management situations because:
9. Adjust Schedules
There are several ways to update the schedule. Some of the most frequently used
methods are: percent complete, remaining duration, duration completed a future
estimated completion date, actual start, and actual finish. If the schedule is resource
loaded, actual work periods completed or estimated work periods remaining should
be reported. The goal is to provide enough information to accurately compare the
present project status to the planned target. Actual dates are often reported
carelessly, especially completion dates. This is true, because of the assumption by
the person supplying the progress that it is only important that the work is reported
finished. Accurate actual progress information is important for analyzing the current
status of the project, but it is also important for historical project templating and
benchmarking.
Project managers should update their scheduling tool and project plans at least
weekly. Team members should be directed to report weekly at a minimum:
The troubled project process has two purposes. The first is to provide guidance in
identifying symptoms that indicate that a project is headed for, or in trouble. The
second is to outline the process to bring a troubled project back on track.
• Budget Indicators:
o Concern that the project as a whole is over budget
o Earned value indications that deliverables will not be produced on time
and/or within budget
o Unclear as to specific areas of development causing budgetary problems
o Generalized vs. Targeted cutbacks
• Planning Indicators:
o Poor planning, missing deliverables
o Lack of a detailed project schedule
o Not understanding the business problem
o Not involving the stakeholders
o Little or no risk assessment
o Poor communications
o Lack of processes, i.e. change control, issue management, scope
management, etc.
o Not enough or not the right resources
o Estimates-to-please vs. accurate estimates
o Lack of deliverable owners
• Schedule Indicators:
o Arbitrary schedules
o Inability to measure completeness
o Vague objectives
o Dependencies not defined
o Inaccurate estimates
o Mandated end dates
o Tasks that are too large
• Control Indicators:
o Lack of processes (change control, issues management, etc.)
o Team members cannot state project objective
o Too many ad-hoc meetings
o Lack of commitment from the staff
o High turnover rate
o Poor or no communications…lack of status reports
o Communications breakdown with the owner
o Personnel working on tasks that are different than tasks on the schedule
o Project manager departs
o Plan not baselined
o Critically late tasks
o Too much work remaining for the time frame of the deliverable
o Schedule not up-to-date
o “Nasty” e-mails sent back and forth
o Project manager cannot give an accurate status of the project without
conducting some research
o Deliverables not signed off
o Heavy overtime
b. Causes of Project Failure
It is during the Opportunity Assessment & Initiation and Planning Phases of a
project that the foundation of project success takes place. Planning is the
foundation for all projects. Improper or lack of planning contributes more to
project failure than any other cause.
• Causes of project failure that occur during the initial phases of a project
include:
o Lack of understanding of problem statement
o Problem is a symptom
o Objective is vague
o Lack of proper scope
o Missed deliverables
o Lack of ownership for deliverable
o No or poor risk assessment
o Assumptions and constraints not fully understood
o Accepting unachievable objectives
o Over confidence
o Lack of owner participation
• Causes of project failure that occur later in the project include:
o Poor project tracking or no project tracking
o Out-of-date documentation
o Schedule not updated
o Lack of team member enthusiasm
o Little or no testing
o Lack of re-planning each week to bring schedules back on track
o Lack of physical inspection of deliverables
o Lack of project sponsor involvement
o Status reports that contain mostly noise not substance
o Processes are dumped
c. Random Reviews
Symptoms of project failure can be detected through the use of random project
reviews. These reviews are similar to those conducted at project completion. An
individual or organization outside of the project should conduct them. The
following steps provide an effective approach to an interim project review:
Interview the project manager Determine status of the project by reviewing the project
schedule with them. Gain an understanding of the
project organizational structure. Review the
communication plan. Assess the level of project
management skill the PM has.
Review project management Determine if processes are in place for change control,
processes and implement communications, issues management, supplier
appropriate processes management, scheduling, time tracking, meetings, and
immediately risk management. Implement processes as
appropriate.
Collect and review This would include project charter, schedules, meeting
documentation reports, requirements, correspondence, etc.
Conduct Gap Analysis Review the project charter and the project schedule to
determine if all deliverables are accounted for in the
schedule. Begin to develop a charter if one is not
available.
Addressing a Troubled Project
Interview the owner Verify the mission statement, scope statement, and
objectives from the charter with the owner.
Determine how effective communications have
been. Review their requirements with them. Find
out if they feel that their requirements are being
addressed. Identify improvements that they may
recommend.
Interview team members Determine how much they know about the project’s
mission, objectives, deliverables, and strategic
initiative supported. Review their work plans to
determine if they reflect the actual work they are
performing. Update project schedules to reflect
accurate estimates to completion. Determine how
much they understand of the project management
processes that have been implemented.
Team session Bring the team together to discuss how the project
might be improved and to identify issues. Implement
appropriate processes, such as change control, issue
management, and the communication plan. Have the
project manager restate the project mission, scope,
and objectives.
Conduct Risk Assessment Conduct risk assessment at the high and low
levels.
Addressing a Troubled Project
Consider reducing the scope of Determine if any deliverable can be deferred to a later
the project project. Meet with the owner and demonstrate the
impacts on schedule, cost, and quality. Have several
alternative plans available for review.
Develop plan to recover Create project schedule to pull the project back on
project track.
Managing the expectations of the project sponsor is the most important activity that
a project manager can do. In most cases, bad news is better received in a timely
manner versus a “surprise” late in the process. Be honest and up-front with the
project sponsor. If the project sponsor wants to change the scope, demonstrate to
them the impact of the change through the scope change process and gain their
concurrence before proceeding. Saying yes is simple, but can have severe
implications to the project if the impact is no known before the agreement was made.
Many companies end up “eating” project costs because they agree to changes
without understanding the project impact.
As the project nears completion, all the loose ends will start to surface and the
project manager may be faced with presenting bad news concerning time, cost, or
quality. If project sponsor expectations have managed well throughout the life cycle
of the project, then closure for the project will be much easier.
2.4.1. Purpose
During the Close-out Phase, all project activities are completed and all deliverables are
finalized. The project sponsor reviews the project and all testing is completed. Final
reviews and documentation are completed and the customer accepts the final project
deliverable. The activities of this phase also ensure that best practices are captured
and can be shared, and that continuous improvement on both team and personal levels
is practiced.
2.4.3. Inputs
2.4.4. Outputs
Y Performance Evaluations
Y Customer Satisfaction Survey
Use the information gathered to compile a summary of how well the project met the
objectives and expectations defined in the project charter.
The project manager is responsible for developing the lessons learned for the
project with the assistance of the project team and owner. A complete summary
from all closing activities should go into developing a comprehensive lessons
learned summary.
Activity Description (AD) - A short phrase or label used in a project network diagram.
The activity description normally describes the scope of work of the activity.
Activity Duration - The best estimate of the time (hours, days, weeks, and months)
necessary to accomplish the work involved in an activity, considering the nature of the
work and resources needed to complete it.
Actual Cost of Work Performed (ACWP) - The direct costs actually incurred and the
indirect costs applied in accomplishing the work performed within a given time period.
Actual Finish Date - The calendar date work actually ended on an activity. The
remaining duration of this activity is zero.
Actual Start Date - The calendar date work actually began on an activity.
B
Backward Pass - The calculation of late finish dates and late start dates for the
uncompleted portions of all network activities. Determined by working backward through
the network logic from the project’s end date.
Budget - (1) when unqualified, an estimate of funds planned to cover work occurring
during a fiscal period. (2) A planned allocation of resources.
Budget Cost - The translation of the work estimate into hourly rates, quantity units of
production, and so on. Budget costs can be compared to actual costs and variances
developed to highlight performance and used to alert those responsible to implement
corrective action if necessary.
Budget Estimate (-10, +25%) - A mixture of quantitative firm and unit prices for labor,
material, and equipment used to establish required funds and to obtain approval for the
project. Estimates are prepared from flowsheets, layouts, and equipment details.
Budgeted Cost of Work Performed (BCWP) - The sum of the budgets for completed
portions of in-process work, plug the appropriate portion of the budgets for level of effort
and apportioned effort for the relevant time period. BCWP is commonly referred to as
earned value.
Budgeted Cost of Work Scheduled (BCWS) - The sum of the budgets for work
scheduled to be accomplished (including in-process work), plus the appropriate portion
of the budgets for level of effort and apportioned effort for the relevant time period.
C
Calendar - A system to identify project workdays in developing a project plan. It can be
altered so that weekends, holidays, and so on are not included.
Calendar Unit - The smallest unit of time used in scheduling the project. Calendar units
are generally in hours, days, or weeks, but can also be in shifts or even in minutes.
Used primarily in relation to project management software.
Cash Flow Analysis - The activity of establishing cash flow (dollars in and out of the
project) by month and the accumulated total cash flow for the project by the
measurement of actual versus budget costs. This is necessary to allow for funding of
the project at the lowest carrying charges and is a method of measuring project
progress.
Chart of Accounts - Any numbering system used to monitor project costs by category
(i.e. labor, supplies, and materials). The project chart of accounts is usually based upon
the corporate chart of accounts of the primary performing organization.
Closeout Phase - The fifth phase of the project management process, in which the
project documentation is completed and archived in the project library and the project
team is disbanded.
Code of Accounts - Any numbering system used to uniquely identifies each element of
the work breakdown structure.
Completed Activity - An activity with an actual finish date and no remaining duration.
Concept Phase - The first five sequential phases in the project management process.
During the Concept phase, the initial idea for the project is approved for preliminary
planning efforts.
Cost Estimating - The process of assembling and predicting the cost of a project. Cost
estimating encompasses the economic evaluation, project investment cost, and
predicting or forecasting of future trends and cost.
CPI = BCWP/ACWP
Cost Variance - The difference between the actual and budgeted cost for the work
performed to date:
CV = BCWP - ACWP
Current Finish Date - The current estimated calendar date when an activity will be
completed.
Current Start Date - The current estimated calendar date when an activity will begin.
D
Definitive Estimate (-5, +10%) - An estimate prepared from well-defined data,
specifications, drawings, and so on. This category covers all estimate ranges from a
minimum to maximum definitive type. These estimates are used for proposals, bid
evaluations, contract changes, extra work, legal claims, permits, and government
approvals. Other terms associated with a definitive estimate include check, lump sum,
tender, post contract changes, and others.
Deliverable - Any measurable, tangible, verifiable outcome, result, or item that must be
produced to complete a project or part of a project. Often used more narrowly in
reference to an external deliverable, which is a deliverable that is subject to approval by
the project sponsor or customer.
Direct Project Cost - The costs directly attributable to a project, including all personnel,
goods, and services, together with all their associated costs, but not including indirect
project costs.
E
Early Finish Date (EF) - In the critical path method, the earliest possible point in time
on which the uncompleted portions of an activity (or the project) can finish based on the
network logic and any schedule constraints. Early finish dates can change as the project
progresses and changes are made to the project plan.
Early Start Date (ES) - In the critical path method, the earliest possible point in time on
which the uncompleted portions of an activity (or the project) can start, based on the
network logic and any schedule constraints. Early start dates can change as the project
progresses and changes are made to the project plan.
Earned Value (EV) - A method for measuring project performance. It compares the
amount of work that was planned with what was actually accomplished to determine if
cost and schedule performance is as planned.
Estimate - An evaluation of all the costs of the elements of a project or effort as defined
by an agreed-upon scope.
F
Facilitator - A person external to a group that helps the group work more effectively.
Fast Tracking - Compressing the project schedule by overlapping activities that would
normally be done in sequence.
Feasibility Studies - The methods and techniques used to examine technical and cost
data to determine the economic potential and the practicality of project applications.
They involve the use of techniques, such as calculating the time value of money, so
projects may be evaluated and compared on an equivalent basis. Interest rates, present
worth factors, capitalization costs, operating costs, depreciation, and so on, are all
considered.
Float - The amount of time that an activity may be delayed from its early start without
delaying the project finish date.
Forward Pass - The calculation of the early start and early finish dates for the
uncompleted portions of all network activities.
Free Float (FF) - The amount of time an activity can be delayed without delaying the
early start of any immediately following activities.
H
Hammock - An aggregate or summary activity. All related activities and tasks are tied
as one summary activity and reported at the summary level.
I
Implementation Phase - The fourth phase of the project management process in which
the project is performed and delivered to the customer.
Indirect Project Cost - The cost that indirectly contributes to the project deliverables,
but that are nonetheless required for the orderly completion of the project. They may
include, but are not necessarily limited to, overhead and office costs, field
administration, direct supervision, incidental tools and equipment, start-up costs,
contractor’s fees, insurance, and taxes.
Inflation/Escalation - The factors in cost evaluation and cost comparison that must be
predicted as an allowance to account for the price changes that can occur with time and
over which the project manager has no control (for example, cost-of-living index,
interest rates, other cost indices).
ISO 9000 - A methodology by which an organization documents and then follows its
quality-related processes and requirements. The set of standards helps organizations
ensure that their quality systems meet certain minimal levels of performance.
L
Lag Relationship - The four basic types of lag relationships between the start and/or
finish of a work item and the start and/or finish of another work item: finish to start, start
to finish, finish to finish, and start to start.
Late Finish Date (LF) - The latest time an activity may be completed without delaying
the project finish date.
Leg - A modification of a logical relationship that directs a delay in the successor task.
For example, in a finish-to-start dependency with a 10-day lag, the successor activity
cannot start until 10 days after the predecessor has finished.
Lessons Learned Reviews - The audits carried out by the project team to learn from
successes and mistakes in the project just completed and use that knowledge in future
projects to repeat the successes and avoid the mistakes just experienced.
Life Cycle - The entire life of a system, product, or project, encompassing its
conception, design, development, construction, operation, maintenance, repair, and
decommissioning.
M
Management Reserve - A fund withheld by the project manager to address unforeseen
events or circumstances; separate from contingency allowances.
Matrix Organization - Any organizational structure in which the project manager shares
responsibility with the functional managers for assigning priorities and for directing the
work of individuals assigned to the project.
Mission - A goal, end, or target that all or part of the enterprise is dedicated to
achieving.
N
Near-Critical Activity - An activity that has low total float.
Network Analysis - The process of identifying early and late start and finish dates for
the uncompleted portions of project activities.
Network Logic - The collection of activity dependencies that make up a project network
diagram.
O
Objective - A desired result or outcome; the end toward which effort is directed.
P
Parametric Estimating - An estimating methodology using statistical relationships
between historical values and project variables, such as system physical or
performance characteristics, contractor output measures, or manpower loading. Also
referred to as top-down estimating.
Phase - The division of a project time frame (or project life cycle) into the largest logical
collection of related activities.
Predecessor Activity - Any activity that exists on a common path with the activity in
question and occurs before the activity in question.
Project Life Cycle - The five sequential phases in time through which any project
passes: Concept, Planning, Initiation, Implementation, and Closeout. These phases
comprise activities, tasks, and subtasks.
Project Manager - The individual appointed with responsibility for managing the project.
Acts as the customer’s single point of contact for services delivered within the scope of
a project. Controls planning and execution of the project’s scope of activities and
resources toward meeting established cost, timetable, and quality goals.
Project Plan - A formal, approved document used to guide both project execution and
project control. The primary uses of the project plan are to document planning
assumptions and decisions, to facilitate communication among stakeholders, and to
document approved scope, cost, and schedule baselines. A project plan may be
summary or detailed.
Q
Quality Assurance (QA) - The process of evaluating overall project performance on a
regular basis to provide confidence that the project will satisfy the relevant quality
standards.
Quality Control (QC) - The process of monitoring specific project results to determine if
they comply with relevant quality standards and identifying ways to eliminate causes of
unsatisfactory performance.
R
Recovery Schedule - A specific schedule showing special efforts to recover time lost
compared with the master schedule.
Remaining Duration (RDU) - The time needed to complete an activity.
Request for Information (RFI) - A formal invitation containing a scope of work that
seeks information regarding products or services from vendors without creating a basis
for a contract.
Request for Proposals (RFP) - A formal invitation containing a scope of work that
seeks a formal response (proposal) describing both methodology and compensation to
form the basis of a contract.
Request for Quotations (RFQ) -A formal invitation containing a scope of work that
seeks a cost or price quotation to perform the work or provide the product specified as
the basis of a contract.
Resource Leveling - Any form of network analysis in which scheduling decisions (start
and finish dates) are driven by resource management concerns (e.g., limited resource
availability or difficult-to-manage changes in resource levels).
Risk Assessment - The identification and analysis of project risks ensuring that they
are understood and prioritized.
Risk Event - A discrete occurrence that may affect the project for better or worse.
Risk Mitigation - The act of revising the project’s technical approach, scope, budget,
schedule, or quality, preferably without materially affecting the project’s objectives, in
order to reduce risk.
S
Schedule Performance Index - A comparison of the project’s time performance to its
schedule:
SPI = BCWP/BCWS
SPI <1 indicates the project is behind schedule.
Schedule Variance - A difference between the projected duration for an activity and the
actual duration of the activity:
SV = BCWP - BCWS
S-Curve - Graphic display of cumulative costs, labor hours, or other quantities, plotted
against time. The name derives from the S-like shape of the curve (flatter at the
beginning and end, steeper in the middle) produced on a project that starts slowly,
accelerates, and then tails off.
Scope - The work content and products of a project or component of a project. Scope is
fully described by naming all activities performed, the resources consumed, and the
resulting end products, including quality standards. A brief background of the project or
component and its general objective(s) should introduce a scope statement.
Substantial Completion - The point in time when the work is ready for use or is being
used for the purpose intended and is so certified.
Successor Activity - In the arrow diagramming method, the activity which departs a
node. In the precedence diagramming method, the “to” activity.
Summary Level - The elements of a project work breakdown structure at the major
subsystem level.
T
Team Building - The process of influencing a group of diverse individuals, each with
individualized goals, needs, and perspectives, to work together effectively for the good
of the project such that their team will accomplish more than the sum of their individual
efforts could otherwise achieve.
V
Variance Analysis - An analysis of the difference between planned and actual
performance:
W
Work Breakdown Structure (WBS) - A deliverable-oriented grouping of project
elements, which organizes and defines the total scope of the project. Each descending
level represents an increasingly detailed definition of a project component. Project
components may be products or services.
Work Package - A deliverable at the lowest level of the work breakdown structure. A
work package may be divided into activities.
Project Management Methodology Guidebook Appendix B - Basic Toolkit Forms and Templates