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Practical project management 12 feb 2014
- 1. Based on PMBOK 5TH EditionBY: OMER ALSAYED OMER MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU omeralsayed@yahoo.com +249-1234 94 587
- 2. KNOWING IS NOT ENOUGH; WE MUST APPLY. WILLING IS NOT ENOUGH; WE MUST DO. Johann Wolfgang von Goethe
- 4. % retain of what you learn >> when • lecture.5%5% • reading.10%10% • audio‐visual.20%20% • see a demonstration.30%30% • engaged in a group discussion.50%50% • practice what they learned.75%75% • teach someone else/use90%90%
- 5. Project Management Process Group and Knowledge Area Mapping Knowledge Area Initiating Planning Executing M& C Closing 4. Project Integration Management Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule 7. Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications 11. Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement
- 8. 0‐1‐2‐3
- 9. Initiating our project Initiation . • project selection • Project statement of work Project charter • Project charter contents (PMBOK) • PROJECT CHARTER Stakeholders • Identify Stakeholders • Stakeholder Analysis • Stakeholder register
- 11. A narrative description of products, services, or results to be delivered by the project. Strategic plan Business need Product/S/R scope description SOW references
- 12. Statement Of Work ‐ sample Project Title:Project Title: • BP‐TC building Introduction / Background Introduction / Background • Brain Power Training Centre has 5 years master plan to extend it’s training & education and consultancy activities • BPTC is targeting to optimize their training capacity in quantity & quality and entering new market segments, adding new innovated courses and material • BPTC plans to design & construct ONE‐OF‐A‐KIND new training center building Objectives Objectives • To increase training hours per year from 1,000 to 5,000 training hours per year . Scope of work Scope of work • Project work includes • Design ,Construction & management of BP‐TC building
- 13. Project charter contents (PMBOK) Project PURPOSE or justification, Measurable project OBJECTIVES and related success criteria, High‐level REQUIREMENTS, ASSUMPTIONS and constraints, High‐level project DESCRIPTION and boundaries, High‐level RISKS, Summary MILESTONE schedule, Summary BUDGET, STAKEHOLDER list, Project APPROVAL requirements Assigned PROJECT MANAGER, responsibility authority Name and authority of the SPONSOR
- 14. 4.1.3.1 PROJECT CHARTER SAMPLE (1/2) Project : • BPBC Training center building Project SPONSOR: • Prof. A. S. Jumaa Project MANAGER: • Engr. M. Rudwan Project Customer: • BPBC Shareholders Project PURPOSE or Justification: • multi‐story building at Khartoum center to accommodate all training , academic & other events of BPBC activities as part of BPBC strategy plan (2013‐2018) to enable it extend its’ existing & develop new program Project DESCRIPTION: • G+3 story building with training facilities Project and Product Requirements: • .. Acceptance Criteria: • Complete all works within specified budget, time frame & industry quality Initial Risks: • Lack of funding ‐ Governmental permeations –Growing market demand, … Charter # :001‐08‐13 Date Prepared: December 4,2013
- 15. 4.1.3.1 PROJECT CHARTER SAMPLE (2/2) Project Objectives Success Criteria Person Approving Scope Build‐up area sqm 800 & land scape 800 sqm + 10% QA Time 24 months 800 sqm + 10% AK Cost 5 USDG 5 USDG + 6 AK Quality …. … … Summary Milestones Due Date Project Design start 1st August 2014 Construction start 15 October 2014 Hand over 31 July 2015
- 18. Stakeholders’ Power / Interest Grid 13.1.2.1 Stakeholder Analysis BPCT‐Board Client representative Designer Consultant Professionals (Engineers, Accountants,…) Contractors Sub‐contractors suppliers BPCT‐Part time staff BPCT‐ Permanent Staff Development & Labor Ministry of General works Graduates Governmental & private bodies Ministry of Human Resources National Council Training Interest Power
- 19. 13.1.3.1 Stakeholder register (PMI) Name Position Role Contact Requirements Expectations Influence Class.* Prof. Juma BPCT‐CEO Sponsor H 1 Eng. M. R. BPBC‐DM Designer H 2 Dr. A. R. National Council Training Governmental Authority H 3 Eng. F.H. DIU‐ID AB‐Consult CC Contracting Project Title: BPBC Training Center Building (BP-TC) Date prepared: ../…/2013 Signature:Stakeholder classification*: Internal/external, supporter/neutral/resistor, etc.
- 20. Group work Round#1 Grouping (each 4‐6) Formats ready ◦ blank paper – list ◦ P/I Grid ◦ S/H Register form
- 21. Exercise:
- 22. ERP Project (Statement Of Work) Project Title: • ERP System Introduction / Background • An organization that has no ERP will be running on many kinds of software that do not allow interaction. Customization also may be difficult it in some cases. This will negatively affect the optimized functioning of organization's business activities Objectives • ERP system enables interactions of marketing, sales, quality control, products processes, supply lines, stocks and many other areas. Scope of work • implement ERP systems in an organization, electronically syncing functions, processes, and departments into a system with shared data and accessibility.
- 23. ERP PROJECT CHARTER Project : • . Project SPONSOR: • . Project MANAGER: • . Project Customer: • . Project PURPOSE or Justification: • . Project DESCRIPTION: • . Project and Product Requirements: • .. Acceptance Criteria: • . Initial Risks: • . Charter # :001‐08‐13 Date Prepared: December 4,2013
- 24. STAKEHOLDER ANALYSIS MATRIX & Register form
- 25. Planning our project Integration • Planning processes • Develop project management plan • Project management plan Scope • Plan scope management • Requirements management plan • Collect req. process • Requirements documentation • Define scope process • Project scope statement • Create WBS process • WBS • WBS dictionary cost • Estimate Costs Risk • Identify Risks process • Risk register Analogous vs. Parametric cost example
- 27. 4.2 Develop Project Management Plan Inputs Project charter Outputs from other processes Enterprise environmental factors Organizational process assets Tools & Techniques Expert judgment Facilitation Techniques Outputs Project management plan defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.
- 32. 5.3 Define Scope Inputs Scope management plan Project charter Requirements documentation Organizational process assets Tools & Techniques Expert judgment Product analysis Alternatives generation Facilitation Techniques Outputs Project scope statement Project documents updates DETAILED description of the project and product. boundaries -requirements collected will be INCLUDED in and excluded.
- 33. 5.3.3.1 PROJECT SCOPE STATEMENT SAMPLE Project Title: ….. Date Prepared: ……. P 1/2 Product Scope Description: Four story building with training facilities Project Deliverables: • 4 story building of 800 sqm • Electromechanical • Landscaping • Furniture • Training facilities Project Acceptance Criteria: • As in the project charter with addition of: • … Project Exclusions: • Land acquire -Bank finance - …… Project Constraints: P 2/2 Project Assumptions: Site is ready for construction by October 2013 First design set (foundation structural drawings are completed by mid- September 2013) …….
- 34. 7.2.2 Estimate Costs: Tools and Techniques 7.2.2.2 Analogous Estimating uses the values: • Cost, budget • or measures (size, weight), • complexity • from a previous, similar project • as the basis for estimating the same parameter adjusted for adjusted for differences in complexity. used when used when limited detailed information Uses Uses information & expert judgment. lessless costly, time, lessless accurate.
- 35. 7.2.2 Estimate Costs: Tools and Techniques 7.2.2.3 Parametric Estimating • between relevant historical data and other variables (building m2) . statistical relationship • the sophistication • underlying data built into the model. produce higher levels of accuracy depending upon: 1 sqm cost $2 10 sqm cost $20 +approx.
- 37. Analogous vs. Parametric Example oYou are the project manager for the annual Earth Day 5k road race, with three primary components: marketing, registration, and race‐day coordination. oFor marketing, there will be 500 flyers printed up at a cost $0.20 each. It took two weeks for the flyers to be printed for last year event, so you estimate two weeks for the printing of the brochures for this event. oLast year it took one week to design the on‐line registration form and the cost to host the registration website was $850.00 You estimate the same this year. oThere will be four people used to coordinate the race. Each resource will be paid $25 per hour and they will be working an estimated seven hours, based on the race last year. Marketing: • 500 flyers • cost $0.20 each • 2 weeks printing Registration • website • $850.00 • one week Coordination • 4 people • $25 per hour • seven hours
- 38. Group work Round #2 Determine which TYPE of estimate (cost & duration) for: 1. marketing, 2. registration, 3. race‐day coordination
- 39. Analogous vs. Parametric Example Coordination Cost: $700 parametric estimating ‐ 4 x $25 x 7 Duration: 7 hours analogous Registration Cost: $850 analogous Duration: one week analogous Marketing Cost: $100 for brochures parametric estimating 500 x $0.20 Duration: two weeks analogous
- 42. INPUTS 9.4.1 Manage Project Team: 10.3.1 Control Communications: 11.2.1 Identify Risks: 13.4.1 Control Stakeholder Engagement: OUTPUTS 4.4.3 Monitor and Control Project Work 9.4.3 Manage Project Team 10.2.3 Manage Communications 10.3.3 Control Communications 13.3.3 Manage Stakeholder Engagement 13.4.3 Control Stakeholder Engagement project document used to document & monitor elements under discussion or in dispute between project stakeholders Issue Log •9.4.1.4 •10.3.1.3 •13.4.1.2 Project Documents •11.2.1.10 •13.4.1.4 Project Documents Updates • 4.4.3.4 • 9.4.3.3 • 10.2.3.3 • 10.3.3.4 • 13.4.3.4 Organizational Process Assets Updates • 10.2.3.4 • 13.3.3.5 Issue Log • 13.3.3.1
- 43. Issue log template PMI Issue ID Category Issue Impact on Objectives Urgency Responsible Party Actions Status Due Date Comments
- 44. Issue log sample
- 47. 5.6 Control Scope monitoring the status of the project and product scope and managing changes to the scope baseline. Inputs Project management plan Requirements documentation Requirements traceability matrix Work performance data Organizational process assets Tools & Techniques Variance analysis Outputs Work performance information Change requests Project management plan updates Project documents updates Organizational process assets updates
- 48. SCOPE CREEP Controlling • the project scope ensures • all requested changes and recommended corrective or preventive actions are processed • through the Perform Integrated Change Control process The uncontrolled •expansion to product or project scope without •adjustments to time, cost, and resources is referred •to as SCOPE CREEP. Change is inevitable; therefore some type of change control process is mandatory for every project
- 49. • elevation of 1,825 ft (556 m) above sea level, • 175 ft (53 m) above the stream bed. • capacity of 30,000 acre∙ft (37,000,000 m3) June 1923 • capacity of the reservoir 32,000 acre‐feet (39,000,000 m3). July 1, 1924 • capacity of 38,000 acre‐feet (47,000,000 m3) • height would be 185 ft (56 m) March 1925 • Water began to fill the reservoir. March 1, 1926 • Two and a half minutes before midnight > the St. Francis Dam disastrously failed. the resulting flood killed up to 600 people March 12, 1928 47,000,000 m3 (56 m H) 39,000,000 m3 37,000,000 m3 53 m H
- 51. 7.4 Control Costs Inputs Cost management plan Project funding requirements Work performance data Organizational process assets Tools & Techniques Earned value management Forecasting To-complete performance index (TCPI) Performance reviews Project management software Reserve analysis Outputs Work performance information Cost forecasts Change requests Project management plan updates Project documents updates Organizational process assets updates of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
- 52. 7.4.2 Control Costs: Tools and Techniques 7.4.2.1 Earned Value Management It integrates the scope ,cost & schedule baselines, to form the performance baseline • authorized budget planned for the work to be accomplished for an activity or WP/CA. • The total of the PV (performance measurement baseline PMB ,also known as budget at completion BAC). Planned value. Planned value. • a measure of work performed expressed in terms of the budget authorized for that work. Earned value. Earned value. • realized cost incurred for the work performed on an activity during a specific time period. Actual cost. Actual cost.
- 53. 7.4.2 Control Costs: Tools and Techniques 7.4.2.1 Earned Value Management •SV = EV – PVSchedule variance •CV= EV − ACCost variance •SPI = EV/PV Schedule performance index •CPI = EV/AC Cost performance index PV EV AC 1‐Jan‐13 0 0 0 1‐Feb‐13 1000 800 1200 1‐Mar‐13 1500 1200 1800 1‐Apr‐13 2500 1‐May‐13 3000 1‐Jun‐13 3600
- 54. Group work Round # 3 Calculate the followings 1. BAC 2. CV & SV 3. Cumulative CPI, SPI 4. ETC 5. EAC
- 55. 7.4.2 Control Costs: Tools and Techniques 7.4.2.1 Earned Value Management PV, 1500 PV, 3600 EV, 1200 AC, 1800 ETC, 5400 0 1000 2000 3000 4000 5000 6000 Jan‐13 Feb‐13 Mar‐13 Apr‐13 May‐13 Jun‐13 CUM COST Jan‐13 Feb‐13 Mar‐13 Apr‐13 May‐13 Jun‐13 PV 0 1000 1500 2500 3000 3600 EV 0 800 1200 AC 0 1200 1800 ETC 0 1200 1800 3750 4500 5400
- 59. 4.6 Close Project or Phase Inputs Project management plan Accepted deliverables Organizational process assets Tools & Techniques Expert judgment Analytical techniques Meetings Outputs Final product, service, or result transition Organizational process assets updates FINALIZING all activities across all of the Project Management Process Groups to formally complete the phase or project.
- 60. 12.4 Close Procurements Inputs Project management plan Procurement documents Tools & Techniques Procurement audits Procurement negotiations Records management system Outputs Closed procurements Organizational process assets updates COMPLETING each project procurement
- 61. 12.4.3.1 Closed procurements Vendor Performance Analysis What Worked Well: What Can Be Improved: Record of Contract Changes Record of Contract Disputes
- 62. Organizational process assets updates (lessons learned) What Worked Well: What Can Be Improved: Risks and Issues ID Risk or Issue Description Response Comments Quality Defects
- 65. +249‐123494587