Lecture 1

Proprietary - PMI Pittsburgh
Introduction to Project Management:
Processes, Tools, & Techniques
Presented by the
PMI Pittsburgh Chapter

Section 1:
Introduction

This study will provide an introduction to
the primary processes and knowledge
areas of applied project management,
including initiating, planning, executing,
controlling and closing of Information
Technology (I.T.) projects.
Objective:

INITIATING PLANNING
CONTROLLING EXECUTING
CLOSING
PMBOK® - 5 Major Project Management
(PM) Processes

Executing
Process
PROJECT
S T A R T
PROJECT
F I N I S HTI ME
LEVELOFACTIVITY
Closing
ProcessControlling
Process
Planning
Process
Initiating
Process
CONCEPT DEVELOP IMPLEMENT CLOSEOUT
PHASES OF THE PROJECT LIFE CYCLE
: Iterative & Overlapping

1. Introduction
2. Project Management Overview
3. Project Initiating
4. Project Planning
5. Project Executing
6. Project Controlling
7. Project Closing
8. Summary
Outline
INITIATING PLANNING
EXECUTINGCONTROLLING
CLOSING

Section 2:
Project Management
Overview

A temporary endeavor undertaken to create
a unique product, service, or result.
PMBOK Definition of a Project :

Definition of “Operation Activity”
• On-going task
• Repetitive / cyclical
• Produces deliverables
• Consumes resources
• Incurs cost

PMBOK Definition of a Program :
“ . . . a group of related projects managed
In a coordinated way” to obtain benefits
not available from managing them
individually.

PMBOK Definition of Project Management:
The application of knowledge, skills, tools, and
techniques to project activities to meet project
goals/requirements.

Benefits of Project Management :
• Meeting/Exceeding Customer Expectations
• Meeting Project Deadlines & Accountability
• Managing Projects Costs & Profit Margins
• More Efficient Resource Utilization
• Improved Communications

Liabilities of Project Management :
• Added Processes/Guidelines/Projects
• Increased Overhead/Administration
• Additional Time & Effort
• Weapon vs. Tool

What’s the key role/responsibility of the Project Manager?
Business Level
Program Level
Work Level
Executives
PM / FM
Teams

Who’s a Project Stakeholder?

The Project Communications Plan:
• Contacts Listing
• Meetings Listing
• Reports Listing

Project Success Factors

5 Key
Project
Variables
ResourcesScope
Cost
Time Quality
PM
The Five (5) Project Variables

Organization Approaches
To Managing Projects:
• Functional Organization
• Matrix Organization
• Projectized Organization

XYZ
ENG OPR MKT SVC
FUNCTIONAL
Organization Structures

MATRIX
XYZ
ENG OPR MKT SVC
PL1
PL3
PL2
PM

PM1
ENG
OPR
MKT
SVC
PM2
ENG
OPR
MKT
SVC
PM3
ENG
OPR
MKT
SVC
XYZ
P
R
O
J T
E E
C A
T M
I
Z
E
D
ENG
OPR
MKT
SVC

Maintenance
Enhancement
New Product
(Strategic)
Functional Matrix Projectized
Priority
H
L
Project Organization Approaches

1. Introduction – Sam Provil, PMP
2. PM Overview – Sam Provil, PMP
3. Project Initiation – Mike Rapach, PMP
4. Project Planning – Larry Deckenbaugh, PMP
5. Project Execution – Susan Keaney, PMP
6. Project Control – Susan Keaney, PMP
7. Project Closure – Betsy Mullaugh, PMP
8. Summary – Fred Arnold, PMI Fellow
Outline

Section 3:
Initiating Projects
Initiation is successfully beginning the
project to create success in the end.

Objectives
• Describe the purpose of the initiation
process
• Discuss managing expectations
• Develop a sample project proposal
• Learn about project lifecycles and how
to reduce risk

Initiating Planning
Controlling
Executing
Closing
PMI Framework Document
Process Groups

Purpose of Initiation Process
• To commit the organization to a project or phase
• To set the overall solution direction
• To define top-level project objectives
• To secure the necessary approvals and resources
• To validate alignment with overall business objectives
• To assign a project manager

Process OutputInput
Tools and Techniques
1. Project description
2. Strategic plan
3. Project selection criteria
4. Historical information
“Initiation is the process of
formally recognizing that a new
project exists or that an existing
project should continue into its
next phase.”
1. Project proposal
2. Project manager identified/
assigned
1. Project selection methods
2. Expert judgment
Initiating Core Process—Initiation

Managing Expectations
• Projects are:
– Limited in scope, resources, time, and money
– Intended to end
– Focused on a limited set of goals
• Manage Expectations towards what you
can truly commit to;not what everyone
thinks is great
• Solving the business problem; not
creating a great piece of software

How to manage expectations
• Communication
• Involvement of all parties
• Focus on strategic goals of the organization
• Understanding limitations & truly prioritizing
• And by the way … communication

Creating communication among project
stakeholders to achieve consensus
Project Proposal

Project Proposal Content
• Scope definition
• Project objectives and benefits
• Project deliverables
• Acceptance criteria for project
• Assumptions
• Constraints
• Role definition and key staff
• High level schedule, budget
• Acceptance

Benefits of the Project Proposal
• Trade-offs between objectives and scope can be
negotiated.
• Level of involvement of the key stakeholders can be
negotiated.
• Availability of key personnel can be negotiated.
• Risks inherent in the schedule can be reviewed.
• The relationship between risk management and
contingency management can be discussed.

More Proposal Benefits
• Acceptance criteria for the project can be agreed to
by key stakeholders.
• Establishes a basic Project Plan
• Confirm how the project links to the business need
• Identify management responsibilities
• Make strategic procurement decisions, e.g., make,
buy, or identify qualified vendors

Results of Initiation Process
• Acceptance of Project proposal
• Project manager identified

Project Lifecycles
Project life cycle: The natural grouping
of ideas, decisions, and actions into
Project phases, from Project conception
to operations to Project phase-out.

How to choose a lifecycle
• Fixed or variable requirements
• Who controls the scope?
• Project Risk levels
• Time

Concept and
Proposal
Development
Implementation
Termination
Verification
Final PhaseIntermediate PhasesInitial Phase
Project Life Cycle
Example Phases

McConnell, 1996
Waterfall Lifecycle

McConnell, 1996
Spiral Methodology

McConnell, 1996
Prototyping

Summary
• Set Expectations of Customer and
Management
• Establish Clear Objectives for the project
• Develop a Project Proposal
• Choose the Appropriate Project Lifecycle

Case Study Description
The project for the class is the building of a garage.
The requirements are as follows:
Build a 2 car, non-attached garage that architecturally
and asethically matches the home. Your project
sponsor and stakeholders will be the instructor of the
course.
This project will serve as a case study throughout the
course. Each phase will feed into the next, illustrating
the process of a normal project.

Exercise
Determine scope statement for your garage.
Your scope statement should be clear on
what you are going to do, and not going to do
within your project. Include assumptions,
constraints, and any major concerns that you
feel should be address during project
planning and later phases. Remember that
this output will feed into the next phases of
the project.

Section 4:
Project Planning

Goal: Introduce the Project Management skills for
planning projects focusing on critical areas
for IT projects
Objectives:
1) Learn how to perform a work breakdown
2) Be aware of activity analysis
3) Understand basics of project schedule
development
4) Be aware of Project Risk analysis
5) Understand techniques to develop a Project
Budget

The Project Plan is...The Project Plan is...
Where all of the pieces of the
puzzle come together!
What
Who
Why
WhenHow

Review Project
Knowledge areas
Scope
Cost
Time
Quality
Facilitative functions:
 Human Resource Mgt
 Communications Mgt
 Risk Management
 Contract/Procurement Mgt
Integration

Work Breakdown - Overview
What is it?
A structured method for defining the work of the
project
Purpose
•To define all of the “deliverables” required to
meeting the scope of the project
•To identify additional deliverables that may have
been missed
•To create the framework for the project schedule
•To provide a forum for information sharing for the
project team and stakeholders

Work Breakdown Structure
How
Goal
Deliverable
Deliverable
DeliverableDeliverable
Deliverable
Deliverable Deliverable
Activity
Activity
Activity
Activity
Activity
Activity
Activity
Activity
Activity
Activity
Activity
Activity
Activity
Activity
Activity
1 2
1.1
3
1.2
1.2.1 1.2.2
What
WBSWBS ≡≡ ScopeScope
Project Goal
Deliverables
and/or Objectives
Activities

WBS Planning Techniques
• Facilitated sessions
- Brainstorming technique
- Facilitator helps keep you focused and on schedule
- Should be well structured
- Have a predefined schedule
• Roles in facilitated sessions
- Facilitator
- Scribe(s)
- Participants

WBS Workshop
10 Minutes
• Class participation with the instructor to
produce a WBS for building a garage

Activity Analysis
What is it?
Identifying information necessary to determine the amount
of work required to complete the “work” of the project
Purpose
• To define all activities that will be performed on the
project
• To sequence the activities
• To identify skills and resources required to complete
activities
• To estimate work effort of the activities
• To lay the groundwork for the project schedule

Activity Analysis
• Create Activity list
– Produce list of activities that will be performed for
every deliverable.
• Manually – as part of facilitated WBS work session
• Using a project scheduling tool
• Solicit the help of “subject matter experts”
– Have experts list activities by deliverable
– Eliminate duplicates
– Look for optimizations
– Maintain descriptions of each activity
– Sequence the activities based upon
dependencies

Activity Analysis
• Identify Resource Requirements
– Identify skills needed to complete each activity
– Assign resources or role with appropriate skills
– Create a Responsibility Assignment Matrix (RAM)
• A responsibility matrix is a valuable tool to ensure that
resources are identified correctly
• Clearly indicates responsibilities
• Provides an overview of the project responsibilities

Responsibility Assignment MatrixResponsibility Assignment Matrix

Activity Analysis
• Estimate Activities
– Include indication of accuracy (e.g. ± percent or Order of
magnitude)
– Use “subject matter experts” as much as possible
– Have multiple people provide the estimates
– Base upon historical information whenever possible
• Types of estimates
– Work/ Effort
– Duration
Document your methods and assumptions during
estimating!!!

Activity Analysis
• Estimate Activities (cont.)
– Determine experts and project team members to
provide estimates
– Agree on the units of measure (hours, days, etc)
– Have team members provide THREE estimates
• Optimistic (To)
• Pessimistic (Tp)
• Most likely (Tm)
– Calculate estimate
• Te= (To + 4(Tm) + Tp) /6

Schedule Development
What is it?
Developing a plan that describes the order and
timing of all work activities and who is responsible for
doing them
Purpose
• To determine WHEN work will be performed
• To identify WHO will do the work
• To analyze activity dependencies and sequences
• To evaluate resource requirements, availability and
utilization
• To Identify Milestones

What can scheduling software do?
• Planning:
– Creates a record of the WBS
– Automatically calculates duration, and start/finish dates
– Allows analysis of resource availability and allocation
– Calculates critical path
– Calculates duration based on resources and calendar
• Execution
– Tracks work performance against the plan
– Provides activity status information
– Helps you to identify when/where resources are constrained
NOTE: SOFTWARE CAN’T MANAGE YOUR PROJECT!!

Order to build a schedule when using scheduling tools
1. Setup Project Information (Calendar, Start date, etc).
2. Enter Deliverables & Activities (Records WBS)
3. Enter Estimates
4. Enter Predecessors
5. Enter Resource definitions (Calendar, working time, etc.)
6. Assign Resources to activities
7. Analyze the critical path
8. Make adjustments based on risk responses
9. Compress the schedule
10.Baseline the schedule

Schedule Example Using MS ProjectSchedule Example Using MS Project

Compressing the schedule:
• Examine the schedule for ways to reduce the total
duration of the project
- Fast Tracking – compressing the project schedule by
overlapping activities that would normally be done in
sequence, such as coding and testing
- Crashing – Look at alternatives that provide the
maximum compression for the lease cost

Risk ManagementRisk Management
What is it?
Identifying threats and opportunities that can affect the project and
planning to deal with them PROACTIVELY.
Purpose
• To identify potential threats and opportunities
• To qualify risks based upon probability and impact to the project
• To create a plan for mitigating or responding to the risk
• To quantify the impact to the project schedule and/or budget

OverviewOverview
Total Project Life Cycle
Initiate /
Define
CloseExecutePlan
INCREASINGRISK
$Value
Period when
Highest Risks
are Incurred
Opportunity and Risk
Amount at Stake
Period of
Highest
Risk Impact
TIME

Risk IdentificationRisk Identification
Identify the risk event(s)
• Keep them realistic
• Add them to the log
whenever they are
identified
(not just during planning)

Qualitative Risk AnalysisQualitative Risk Analysis
1. Estimate Probability
10% through 90%
2. Estimate Impact
High=3
Medium=2
Low=1
3. Calculate the Severity
Probability x Impact =
Severity
4. Use Severity to identify
the risks worth planning

• Ensures proactive planning to deal with risk events
• Response must be appropriate for the severity of the risk
• Quantifies the responses impact to the Schedule and Budget
Risk Response Planning and QuantificationRisk Response Planning and Quantification

Budget Development
What is it?
Budget development is the process by which an estimate
for the total monetary cost of a project is produced
Purpose
• To identify costs required to produce the project
deliverables
• To produce an accurate estimate of project costs
• To obtain approval for project funding
• To provide a basis for monitoring and controlling
spending

A Project Budget is…A Project Budget is…
a project cost and cash flow estimate based upon the
best information available at the time

Identify Budget Items (for each deliverable in the WBS)Identify Budget Items (for each deliverable in the WBS)
Techniques:
• Analogous - use historical information
• Parametric - use predefined tables
• Bottom-up - recommended
 Uses brainstorming & storyboarding
 Involve representatives from each area that will be
providing deliverables to the project
 Can be done as part of WBS session
 Involve key stakeholders in budget development
 Use PERT when appropriate for budget estimating

Identify Budget ItemsIdentify Budget Items (for each deliverable in the WBS)(for each deliverable in the WBS)
How to Identify:
• Examine each element in the WBS
• Review available product requirements
• Identify what you need to produce the
deliverable(s) or perform the activities
• List budget items in a budget worksheet
• Estimate costs for each budget item
• Estimate costs for labor

Class Participation!Class Participation!
Identify budget items for the following…
3.0
Roof
3.1
Framing
3.2
Roof Deck
3.3
Trim
3.3.1
Gutter
3.3.2
Soffit & Facia
3.3.3
Venting
• Trusses - $4,500.00
• Fasteners - 150.00
• Wall plates - 350.00
$5,000.00
• Underlay - $300.00
• Shingles - 3,500.00
• Nails 100.00
• Rent Air Gun 200.00
$4,100.00
•Roof Vent $50.00
Total $
$750.00
Grand Total
$9.850.00
• Facia - $200.00
• Soffit $150.00
• Nails $ 50.00
• $400.00
•Gutter $250.00
•Hangers 50.00
• $300.00
Be sure to agree on
the units for cost
estimating:
• Dollars
• Thousands (K)
• Millions (M)

Budget Worksheet ExampleBudget Worksheet Example
Be sure to find out how your
company and/or client does
budget estimating and/or project
accounting. What information do
they need from you?

Additional Tips For IT Projects
• Document your project strategy...
• Document project performance metrics...
• Be sure to obtain approval for the project plan
• Be sure to notify key stakeholders when the project plan
is approved (or rejected!)
• DO NOT “leave it on the shelf” after approval. The
project plan is a living document that helps you to
manage the project better. It must be reviewed and
updated through-out the life of the project!!

Provides place to document project specific
details such as:
• Phases of the project
• Team Organization
• Project Specific Controls
• Any additional information
Document The Project StrategyDocument The Project Strategy

Document Project Performance MetricsDocument Project Performance Metrics
Why have them in a project plan?
• Metrics can provide clear, measurable, and consistent
mechanisms for tracking and measuring project
success
• They are an effective way to target areas for
improvement and identify lessons learned

Key Points about Metrics...
• All metrics should be:
Specific
Measurable
Attainable
Realistic and Relevant
Time constrained
• Metrics are tools for targeting learning
Document Project Performance MetricsDocument Project Performance Metrics

ReferencesReferences
1. A guide to the Project Management body of Knowledge, PMBOK
Guide, 2000 Edition.
2. Fundamentals of Project Management, Second Edition, James P.
Lewis, © 2002.
3. Organizing Projects for Success, Vijay K. Verma, © 1995.
4. Project Management in the Information Systems and Information
Technologies Industries, Francis Hartmand and Rafi A. Ashrafi, ©
2002 Project Management Journal, Vol. 33, 5-15.
5. Risk Management Concepts and Guidance, Carl L. Pritchard ©
2001
6. INCOSE, International Council on Systems Engineering,
Measurements Working Group, http://www.incosemwg.org

Sections 5 and 6:
Project Execution and
Control

Project Management Life Cycle
• Project Management Institute
Initiation Planning
Execution
Control
Closeout

Project Execution/Control
• Project Execution: Implementing the project
plan and doing the work!
– Coordinating the resources
– Working the plan
• Project Control: Ensuring the project
objectives are met.
– Monitoring and measuring progress
– Taking corrective action as needed

Project Execution/Control
• Interaction of key processes to ensure
successful project delivery
– Pre-proposal/Proposal
– Design
– Development/Production
– Testing
– Implementation
• Why is this important?
– Ensures controlled application of project
processes
– Not just reacting to “emergencies”

Project Execution
• The process of coordinating the people and
other resources to carry out the plan.
• The focus of this phase is:
– Project plan execution
– Quality assurance
– Team development
– Information distribution

Project Plan
• Completed during planning phase.
• Identifies the “how’s” of a project.
• Is proactive in nature -- anticipates what
might happen and how to address it when it
does.

Project Plan
• Comprised of:
– Communications Plan
– Quality Management Plan
– Change Management Plan
– Schedule/Cost Management Plans
– Risk Plan
• Used to manage the project and ensure
successful delivery of product(s) to client.

Project Communications
• Critical to project “control” and “execute” phases.
• What do we need to communicate and to whom?
• Who needs what and why?
• Internal communications?
• External communications?
– Clients
– Vendors
– Others

Communications Planning
• Determining the information and
communication needs of the stakeholder(s)
and the sources to meet those needs.
– Accomplished through stakeholder identification
and analysis.
– Documented and managed via a project
Communications Management Plan.

Sample Communications Plan
Description / Purpose Frequency Media/Distribution Audience/Distribution Responsibility
Internal Project Meetings/Reports
Investment Solutions Outsourcing
Committee Monthly/Thur. @ 3:00 Conf Call: 23430642 Steve P; staff; sales, etc.
Project Executive/Sponsor Briefing TBD TBD
Susan K; Donna M; Christi
C.
Susan
Weekly PACE Warehouse Project
Internal Status Meeting Weekly/Tues. @ 1:00 PMConference Call Marcie H. and Project Team Marcie
Senior Management Status
Meeting/Report (XL Capital PACE
Project) Bi-Weekly/Fri @ 7:30 AMReport/Presentation
Jim Pa. and staff; Vince S;
Rich T.; Steve P.; Peter D.;
et al Susan/Donna
Business Implementation Status Report
Weekly/Thursdays @
noon Report Steve P.; Rich T. Susan
Project Management Weekly Meeting TBD Conference Call
Susan/Maria/Others as
needed Susan
Client Meetings/Reports:
Clinet X- Accelerated Close Initiative As needed Conference Call
Susan T; Karen G., Roger
F.; Susan
Client X -- X A Initiative As needed Conference Call
Donna M.; Mary Lyn T.;
John G.; Dave M Susan/Maria

Communications Tools
PM can enhance project communications and
team effectiveness by:
– Developing and using a Communications
Management Plan
– Being a communications expeditor
– Using a “war room”
– Holding effective meetings
– Setting the example

Additional Communication Tools
• Standardized Email distribution lists
– “cc’s” to team members (especially on client emails!)
– Includes client
– Can use filters
– Should not replace face to face communications!!!!!!!!!!!!!!
• Instant messaging
– Good for client calls
• Structured Meetings
– Pre-meetings
– Agendas with meeting objectives
• Send out before meeting to allow for preparation time
– Minutes/action items
– Meeting summary for client calls with sign-off if appropriate

Additional Communication Tools
• Documentation needs and conventions
– Naming, storage, retrieval, control
• “Out of Office” emails
• Establish communications “rules” at
beginning of project
– Document, share and revisit with team
members/stakeholders throughout the project
• Others?

Project Execution Exercise
• Create a Communications Plan to determine
what, how, when and to whom you will need
to communicate regarding your project.

Additional Project
Execution Needs
• Issue resolution
– What is an issue?
• Steps for issue resolution:
– Identify and record
– Assign (priority, assignee, due date)
– Review
– Resolve/verify
– Lessons learned

Issue Escalation
Issue Project Team
Team Lead
(Project Sponsor)
Issue
resolved?
Issue
resolved?
Does issue
have a
commercial
impact?
Engagement
Manager (Program
Manager)
Senior Manager
 Issue is ID'd/assigned
 The project team attempts resolution
 Key points:
 Distribution lists help with
communicating to the right
people
 Helps to keep the right people
informed
If the project team is
unable to adequately
resolve issue... raise to
Team Lead
What does the team
lead do?
What to they add
that the team can't?
The Engagement Manager is
considered more of a subject
matter expert on the project.
They will not resolve issues as
much as provide input that will
help the team or team leader
resolve it.
-- Client Impacts
Yes
NoNo

Project Control
• The process of ensuring that the project objectives
are met by monitoring and measuring progress and
taking corrective action when needed.
• The focus of this phase is to:
– Measure project performance against the plan to identify
variances/deviations and take corrective action as
necessary.
– It includes
• Overall change control
• Scope change control
• Schedule control
• Cost control
• Quality control
• Performance reporting

First “Law” of Change Control –
Changes to One Affect Changes to All!
Scope
Cost
Time
Quality

Change Control Management
• Concerned with:
– Influencing the factors which create changes to
ensure that changes are agreed upon
– Determining that a change has occurred
– Managing the actual changes when and as they
occur
• Change requests vs. scope creep

Change Requests
• Most change requests are the result of:
– An external event
– An error or omission in defining the scope of the
product or project
– A value-adding change (e.g., new technology, new
software version, etc.)

Change Control
• The PM must be concerned with:
– Influencing the factors that affect change
– Ensuring that the change is beneficial
– Determining that a change has occurred
– Managing changes as they occur
• All proposed changes must be thoroughly
evaluated before a decision can be reached
regarding the proposed change!

Change Control System
• A collection of formal, documented
procedures, paperwork, tracking systems and
approval levels for authorizing changes. May
include:
– Change control plan/procedures
– Change control board
– Change request/notification forms
• Should be tailored to your specific project.

Change Control System
• Design of system depends upon:
– What is important to the organization?
– What are we attempting to do?
– Which aspects of the work (e.g., scope, schedule,
budget) are most important for us to track and
control?
– What are the critical points in the process at which
controls should be placed?

Key Points
• Control should be exercised over what is
considered to be important (to client,
organization, etc.)
• What is controlled (i.e., measured) tends to
become important.
• The effort used to control a project should be
“worthwhile” and make sense
– $3 battery vs. $100 control

Inputs to Scope Change Control
• Performance reports - provide information on
scope performance (e.g., which interim
products have been completed, which are
not, etc.)
• Change requests - can be oral or written,
formal or informal, direct or indirect, internally
or externally initiated, legally mandated or
optional

Performance Reports
• What are the qualities/characteristics of a
good performance report?
– How often should we report?
– What should we report?
– To whom should we report?
• Key Point: A client or project sponsor should
not learn about a problem from a
performance report!

Project Report Template
Project Name:
Prepared by:
Date:
Status of Project Relative to Project Objectives:
Scope (On scope? If off scope, how serious?)
Schedule (On schedule? Ahead or behind by how much, etc.)
Cost (On budget? Under or over by how much, etc.)
Quality
Progress Report: (what is completed, what is in process, key changes made, when and why, etc.)
Forecasting: (estimate of future project status and progress)
Other issues or comments:
Issue: Who Will Address:
Project Report Submitted to:
Name: Title: Date:
Name: Title: Date:
Name: Title: Date:
Sample Project Status Report

Project Change Request Template
Project Name:
Prepared by:
Date:
Changes are being made to the following:
Project Charter Project Management Approach
Scope Statement Work Breakdown Structure
Performance Measurement Baselines Major Milestones and Target Dates
Key Staff Risk Management Plan
Scope Management Plan Schedule Management Plan
Cost Management Plan Quality Management Plan
Staffing Management Plan Communications Management Plan
Risk Response Plan Procurement Management Plan
Changes to Supporting Detail? (explain):
Description of Changes being made:
1.
Risk Issues Prompting Changes:
Corrective Action:
2.
Corrective Action:
3.
Corrective Action:
Stakeholders being notified:
Name/Title: Signature: Date:
Name/Title: Signature: Date:
Sample Project Change Request

Scope Change Control
• Scope Change Control:
– Establish and use a change control plan/process.
• Who/what/how/when
– Requires constant monitoring by PM and team.
– Ensures thorough analysis of all proposed
changes so that full impact (time, cost, risk) is
understood prior to change acceptance and/or
implementation.

Scope Change Control
High-level Scope
Definition
Requirements
Gathering
Scope Validation/
Verification
(WBS)
Detailed Scope
Statement/
Document
Scope/
Requirements
Approval and "sign-
off"
Project Team
Scope Change
Policy/Procedure
 Change control form
 Change control log
PM/Sponsor
Client
Proposed Scope
Change
Identication and
Analysis of Change
(time, budget, etc.)
Communication of
Impact to Client
Accept
Proposed
Change?
DocumentChange/
Incorporate into
Schedule, Scope
and Budget
DocumentReason
for Rejection
Project Manager/Team
Yes
NoTeam Project Manager Project Manager
Client/
Stakeholders
Project Manager/
Team
Project Manager
1
2

Communications Channel for
Project Changes
If Change Impacts: Need to Notify:
Schedule or Budget Production Manager
Quality Lead Designer
Client Project
Manager/Sponsor

Change Control Example
Priority of Change is
Considered:
If It Impacts:
High Milestone or significant
budget impact
Medium Overall schedule but
not a milestone
Low Work packet task

Scope Creep
• What do we mean by “scope creep”?
– Changes to the project that result in additional
work.
– “Expanding expectations”
– “Creeping elegance”
– “Gold plating”
• If not properly identified and managed
properly, your project may come in
considerably over budget and/or behind in
schedule.

Scope Creep
• Contributing factors:
– Poorly defined/understood customer requirements
• Trying to maintain “good” customer relations
• Changing client requirements
– “Creeping elegance” or over-engineering the
solution
• Desire to make it “better”

Requirements Gathering
• Talk to ALL project stakeholders to ensure a
thorough understanding of project
requirements.
– Functional
– Technical
– End-user
• Document all requirements identified
– Key stakeholder sign-off

Baselines
Baseline = the original, approved plan (for a
project, work package or activity)
– Facilitate scope management, progress reviews
and earned value analysis
– Enable comparisons of what was originally in
scope vs. what is being considered
– Enable comparisons of “where I am now” vs.
“where I should be now”
– Allow for “what-if” analysis

Baselines (cont.)
• Scope, schedule and cost baselines
• Are established after a formal walk –through
and approval of the project plan (with
customer if appropriate)
• Can only be changed through a formal
change control process

Avoiding Scope Creep
• It is the Project Manager’s responsibility to
take the lead on controlling project scope.
• Project Sponsor must “walk the talk” with
respect to importance of scope creep.
• Detailed requirements definition/analysis and
documentation to identify and rank project
requirements
– e.g., Joint Application Design (JAD)

Avoiding Scope Creep
• Document, document, document!
– Anticipate areas of miscommunication.
– Be as succinct as possible.
– Add what is NOT required.
– Obtain sign-off by key stakeholders.
• Use signed-off scope and requirements
documents to manage your project
– What’s “in” and what’s “out”

Risk Management
What is project risk?
• What could go wrong with your project?
• What could keep this project from completing
successfully?
• Risk Categories
– Technical, quality and performance
– Project management
– Organizational
– External

Risk Management
• Risk = the probability that a given process,
task, or activity cannot be accomplished as
planned.
• Risk can represent either an exposure to loss
or a potential for reward.
• There are 2 possible outcomes for each risk
identified: 1) real reward or loss, or 2)
opportunity loss or reward.

Risk Management
• Risks are classified as internal (under the
control of the project team) or external (not
under the control of the project team)
• Process:
- Identify the risk
- Analyze the risk (probability of occurrence; value,
impact)
- Identify actions needed to manage risk [avoid,
accept, mitigate, deflect]
- Track and monitor

Potential Risk Factors
• Areas to consider when identifying project
risks:
– Resources (general and specific)
– Technology
– Schedule
– Training
– Testing
– Industry standards (current or evolving)
– Organizational changes, support, issues

Potential Risk Factors
• Risk Factors to consider (cont.):
– Product stability
– Dependence on client (or others) for
data/inputs/etc.
– Others?
• What risks do you see impacting your project(s)?
• Start listing what you know you don’t know and
build on that list.

Exercise for Controlling a Project
• You now have a change in the project.
• As the project is beginning, your spouse has
suggested a change. He/she would like the
garage changed to have additional room for
lawn and other equipment.
• You will now need to manage this change in
terms of your project plan.
• You should determine the impacts to your
project schedule and cost, review, and adjust
accordingly.

Summary – Project
Execution and Control
• So what have we learned?
– Communications – at ALL levels and ALL phases
of the project is critical to its success.
– Requirements definition, documentation, sign-off
and understanding among all stakeholders is
imperative to project control and execution.
– The Project Manager is the key!

Section 7:
Project Closing
Don’t believe everything you think.

Goal: Introduce the final PMI process group necessary for
successful project management implementation
Objective:
•Introduce the main elements of the Closing Process
•Outline Benefits for Using Project Management Processes
•Provide Tips for Project Manager about the Closing Process
•Review Pathways & Pitfalls for Closing Process

Process Focus – Closing
Initiating
Planning
Controlling Executing
ClosingCLOSINGCLOSING

Project Closing – Elements:
• Administrative Close Out – Generating, gathering, disseminating information to
formalize phase or project completion, including
evaluating the project, compiling lessons learned for use
in planning future phases or projects
• Contract Close Out – Completion and settlement of the contact including
resolution of any open items

Administrative Close Out Activities:
• Collect all project records
• Document performance measures resulting from performance reviews,
variance, trends and earned value analysis
• Formalize acceptance/signoff of the product by the sponsor, client, customer
• Archive project documentation
• Verifying project results in preparation for formal acceptance
• Create and Complete Punch List
• Conduct and Document the lessons learned
• Perform final appraisal review of team members

Contract Close Out Activities:
• Verify product/service acceptance
• Update records based on final contract results
• Archive contract documentation of completed work results
• Notification to end-user of contract completion
• Obtain formal acceptance

Input
Tools
Output
OutputInput
1. Project Charter
2. Project Scope Statement
3. Project Plan
4. Contract Documentation
5. Organizational Process
Documents
6. Budget Worksheet
7. Risk Plan and log
8. Performance Reports
8. Contract Deliverables
1. Project mgmt methodology
- 9 knowledge areas
- 5 process groups
2. “Expert” Judgment
1. Administrative Closure Archives
2. Contract Closure Archives
3. Final Product, Service, Result
4. Environment & Org. Updates
5. Organization Process Assets
Closing – Process Flow:
Tools & Techniques
Project Integration Management Overview
www.pmi.org, May, 2004

Closing – Why This Process is Important
“Only by examining our mistakes and applying the
lessons learned can one stem the tide of project
failures and enhance an organization’s probability of
success”
Chaos: A Recipe for Success
The Standish Group International, Inc.
1999

What is the Number One Reason
Projects Fail?
38%
43%
11%
8% Project Team Politics
Lack of Resources
Scope Creep
Inadequate Executive
Sponsorship
Source: PM Network, May 2004, p.12

Closing - Why This Process is Hard
to Get
• Requires Speaking Truth to Power about the project
• Assessment required on whether business goals met
• Requires Discipline to finish the project
•throughout the Organization
•With End User
•With other Stakeholders
• Everyone is Tired
• The Art, The Science, and …..

Business Values Derived from Use of
Project Management Processes:
• Increases Your Company’s ability to integrate new employees quickly into its
business
• Allows employees to concentrate on project, not operational or procedural
elements
• Provides systematic approaches to Risk Management – gets risks out earlier and
minimizes impact
• Adjustment periods between projects is decreased by using basic tools &
techniques
• Provides communication channels throughout Company
• Ties in Senior Management

Section 8:
Summary

To paraphrase one of the old Heinz slogans (remember
– we are in Pittsburgh):
“How do you get 9 PMBOK Knowledge Areas
into a single day?”
Scope Risk
Time Communications
Integration
Cost Procurement
Quality Human Resources

Also,
“ How do you get 5 major Project
Management Processes into a single
day?”
Initiating
Planning
Controlling
Executing
Closing

Primary Objectives
• Introduction to Project Management
• Identification of Primary Process &
Knowledge Areas
• Applied Project Management
• IT Projects Focus
• Tools, Templates, National Standard
(PMBOK Guide) – Useful Things

A Project Manager’s Observations:
• Success
• Focus on the Important Things (the
responsibilities of the Project Manager)
– Scope, Time, Cost, Quality, Risk, Communication,
Procurement, Human Resources and Integration
• We are involved in various levels of
Technology – but it is a People Business

Project Management
• A continuous process of learning and
improving
• Leadership
• Accountability

Continuous Improvement
• Questions – call/email the presenters
• Project Management Institute (PMI)
Pittsburgh Chapter (Meetings are free)
• PMI membership
• Pittsburgh Technology Council - IT Network
• Local Universities and Colleges
• PMI Project Management Professional
certification

Lecture 1

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