1. Project ManagementProject Monitoring and ControlMegatZainurulAnuar bin MegatJohariwww.thedreamsoft.commegat@thedreamsoft.com

2. Project Management Processes

3. Why We Need Improvement Only 28% of Projects Succeed! Common Reasons for Failure Unrealistic Time Frames Scope Creep Changing Deliverables Scope Hard to Define Poor Communication Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd

4. How Can We Prevent Failure? Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd

5. Mapping of Roles and Responsibilities Excellent Resource Planning Tool Types of Roles Responsible (R) Approve (A) Contribute/Consult (C) Informed (I) Responsibility Assignment Matrix

6. Sample RAM Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd

7. Project Charter Defines and Authorizes the Project Identifies the Project Manager States the Project Objectives Reinforces the Business Case Product Description/Deliverables One Page Maximum!

8. Work Breakdown Structure Graphical Representation of Scope Useful Visual Tool for Stakeholders Easy to Create (Visio or Org Chart SW) Excellent Planning and Scope Tool Start With Post-Its and a Whiteboard

9. Sample WBS

10. Milestone Charts Key Events with Dates Strong Visual Aid – Status Meetings Excellent Communication Tool Management, Customers, Vendors, … Easily Developed Using Visio MS Project  Visio Integration

11. Scope Management Most Challenging PM Aspect Changes in Scope Usually Increase Risk! Establish a Change Control Process Require Change Request Forms Perform a Thorough Impact Analysis Maintain a Change Control Log

12. Risk Management All Projects Encompass Risk Risk Response Planning Avoid, Transfer, Mitigate, Accept Assign Risk Owners Determine Risk Response Before Risk Trigger Occurs Most Important Weekly Agenda Item

13. Issues, Risks, and Key Decisions Maintain a Consolidated List (Excel) Each Item Uniquely Numbered (1..N) Ranked By Severity (Low, Med, High) Centrally Maintained by One Person! Distribute With Weekly Status Report Key Document for Project Archives

14. Weekly Status Report 1- 2 Page Maximum Length Bullet Points - Make it Easy to Read! Accomplishments from Previous Week “Top 10 List” for the Coming Week E-Mail 24 Hours Prior to Status Meeting Attach Issues/Risks/Key Decisions Log

15. Status Meetings 60 Minute Time Limit Publish Agenda 24 Hours Prior Phone Conference/Web Instructions Maintain Same Conference ID if Possible Base Information on Status Report Keep it Visual and Interesting! PowerPoint

16. Steering Committee Meetings Every Two Weeks or As Necessary Schedule in Advance Top Stakeholders / Key Decision Makers Working Session – Not Status Document any Decisions in I/R/KD Log

17. Tools for Every PM Process Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd

18. Tools for Every PM Process Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd

19. Toolkit Summary Keep These Tools Handy and Use Them When Appropriate

20. Protecting the Knowledge! Help Strengthen Your Firm’s Project Management Skills!

21. Lessons Learned Document Key Lessons from Project Involve the Entire Team The Good, The Bad, and The Ugly! Collect During Project Close-Out Include in Project Archives Useful for Future Projects

22. Project Archives Central Repository - Project Deliverables Enhances Your PM Knowledge Base Online is Preferable to Paper Scan paper documents if possible Intranet, Common Network Drive, Document Mgt, Outlook Public Folder, … Central Location, Secure and Backed-Up!

23. Project Organization(example) Project Manager _______________ Contracts _____________ Procurement _____________ System Engineer QA & Test _______________ _____________ _____________ _____________ Project Controls _____________ Chief System Engineer _______________ _______________ Integration Test Etc. Software Engineer Hardware Engineer _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ Staffing Need Actionee ECD ACD

24. Important Points Point: (provide 2 sentence explanation): Approach: FOR EACH STEP INCLUDE: ACTION, ACTIONEE, ECD, ACD (WHAT, WHO, WHEN)

25. Major Decision Since Last Meeting

26. Major Schedule Changes Since Last Meeting

27. Risk List Impact is major, medium, or minimum

28. Action Items from Previous Review