NCET and Kandis Porter, the Founder and Managing Director of Effective Flow Connections, explains why successful Project Management is critical for delivering optimal business results. – Did you know organizations are wasting an average of $97 million for every $1 billion invested, due to poor project performance? That is an incredible amount of money that most companies can’t afford to throw away. As organizations are asked to accomplish more with the same or even less resources, effective project management practices are critical. – Organizations that invest in proven project management practices waste 28 times less money because more of their strategic initiatives are completed successfully. – It isn’t just the “doers” that need to be well-versed in project management; an actively engaged executive sponsor is the top driver of projects meeting their original goals and business intent. – Sixty percent of organizations have training on project management tools & techniques; how does your organization measure up? Attendees will learn about: – Information on where you can locate definitions for ~200 of the profession’s frequently used terms – Knowledge of the Project Management Institute’s five process groups and 10 knowledge areas – A framework for creating a detailed project charter – Key concepts for project schedule management and using MS Project to stay on track – Information for tracking and managing Issues, Risks, Actions, and Decisions – A better understanding of how to capture project Lessons Learned

1. Project Management:
Tips and Tools
Kandis Porter, PMP, MBA, MSPM
Effective Flow Connections
January 24, 2018

2. Definition: Project
“A project is a temporary and one-time
endeavor undertaken to create a
unique product or service, which brings
about beneficial change or added
value.”
Reference: PMI, 2017 2

3. “Project Management is the
application of knowledge, skills,
tools, and techniques to project
activities to meet project
requirements.”
Definition: Project Management
Reference: PMI, 2017 3

4. Reasons Why Projects Fail
1. Poorly defined goals and objectives
2. Lack of communication
3. Unclear or changing priorities
4. Overcommitted resources
5. Unrealistic schedules
6. Unclear roles and responsibilities
4

5. July 2006: Incirlik Air Base Support
Evacuation Operation of Americans from Lebanon
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6. 1. Introduction to the Project Management Institute and Project
Management Body of Knowledge Guide
2. The “triple constraint” imposed on all projects
3. Why it is critical to create a detailed Project Charter & Project
Management Plan
4. Key concepts for project schedule management and using MS
Project as a tool
5. Tracking and managing project Issues, Risks, Actions, and
Decisions (IRAD)
6. Why Lessons Learned are important and how to capture them
What We Will Cover
6

7. PMI’s Project Management Professional (PMP) credential is the
most important industry-recognized certification for project
managers
Founded in 1969, PMI delivers value for more than 2.9 million
professionals working in nearly every country in the world through
global advocacy, collaboration, education and research
PMI Purpose: We advance careers, improve organizational
success and further mature the project management profession
through globally-recognized standards, certifications,
communities, resources, tools, academic research, publications,
professional development courses and networking opportunities
Project Management Institute (PMI)
7
www.pmi.org/

8. PMBOK’s Five Process Groups
8

9. PMBOK’s 10 Knowledge Areas
Integration
Management
Scope
Management
Schedule
Management
Cost
Management
Quality
Management
Resource
Management
Communications
Management
Risk
Management
Procurement
Management
Stakeholder
Management
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10. Triple Constraints on Projects
10

13. Scope

14. Flexibility Matrix
14
Flexibility Matrix
Least Flexible Moderately Flexible Most Flexible
Scope X
Time X
Cost X

15. Developing a Project
Charter
15

16. What is the purpose of a Project
Charter?
The Project Charter formally authorizes the existence
of a project and provides the project manager with
authority to apply resources to project activities.
16
Commitment Communication

17. Inputs to the Project Charter
17
 Business documents: justification the project outcomes will outweigh
investments
 Agreements: contracts, service level agreements, letters of intent, etc.
 Enterprise environmental factors: industry standards, regulatory
requirements, etc.
 Organizational process assets: policies, processes, procedures, templates,
etc.

18. Project Charter
18
 Project Overview/Purpose/Description
 Key deliverables
 Measurable project objectives and success criteria
 Project Sponsor
 Key Stakeholder List
 Project Manager and authority level
 Project Team
 Project Scope
 Project Schedule Estimates
 Project Cost Estimates
 Project Risks
 Project Decision-Making
 Project Approvals and exit criteria
 Project Assumptions and Constraints

19. Project Charter
19
 Project Overview/Purpose/Description
 Key deliverables
 Measurable project objectives and success criteria
 Project Sponsor
 Key Stakeholder List
 Project Manager and authority level
 Project Team
 Project Scope
 Project Schedule Estimates
 Project Cost Estimates
 Project Risks
 Project Decision-Making
 Project Approvals and exit criteria
 Project Assumptions and Constraints

20. Anyone or any
group that is
impacted by or
has influence
over a project.
Stakeholders
20

21. Project Management Plan
21
 The Charter is an input into the Project Management Plan
 Project Management Plan components include but are not
limited to:
▪ Change management plan
▪ Configuration management plan
▪ Scope baseline
▪ Schedule baseline
▪ Cost Baseline

22. Project Management Plan
22
 The Charter is an input into the Project Management Plan
 Project Management Plan components include but are not
limited to:
▪ Change management plan
▪ Configuration management plan
▪ Scope baseline
▪ Schedule baseline
▪ Cost Baseline

23. Project Schedule
Management
23

24. Developing a Schedule
Create a
Work
Breakdown
Structure
(WBS)
Schedule
the
Activities
Resource &
Estimate
the
Activities
Set the
Project
Baseline
24

25. 25
“Nothing is particularly hard if you
divide it into small jobs.”
-Henry Ford

26. Objective of WBS
The objective of a WBS is to break the work (scope) into components
that can be scheduled and estimated for cost/resources.
0.0 Swimming Pool
1.0 Landscape
1.1 Landscape Design
1.2 Order Plants
1.3 Plant Plants
1.4 Build Wood Deck
2.0 Dirt Work
2.1 Excavate Hole
2.2 Remove Dirt
2.3 Build up Contours
2.4 Bring in Topsoil
3.0 Concrete
3.1 Build Form
3.2 Concrete Pour/Dry
3.3 Remove Forms
3.4 Paint & Tile
4.0 Plumbing
4.1 Build Pump House
4.2 Install Plumbing
4.3 Install Pump
4.4 Install cleaning Equipment
5.0 Project Management
5.1 Develop Project
Management Plan
5.2 Execute Project
Management Plan
5.3 Manage Change Advisory
Board
5.4 Communicate Progress
26

27. MS Project 27

28. What is MS Project?
Microsoft (MS) Project is a tool used to
create and update work plans
28

29. Creating a Work Plan in MS Project
Create a hierarchy by indenting tasks
▪ Note: Recommended hierarchy is three to five levels
Ensure each task has a unique name/identifier
Confirm all deliverables are included in the work plan
29

30. 30Gantt Chart View

31. MS Project Uses the Following
Variables
• Work = amount of effort
• Units = amount of full-time equivalent resources
• Duration = elapsed time
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32. Network Diagram
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= Critical Path

33. Assigning Resources in MS Project
 Set up resources (i.e., human, materials, equipment) in the “Resource
Sheet”
 Use the following best practices when assigning resources:
• Assign resources to tasks at the detailed task level only
• Select resources from drop-down
• Limit the number of resources assigned to tasks
33

34. Setting the Project Baseline
34
1. Select “Set Baseline” from the Project Tab
2. Set baseline for
the entire project

35. Tracking Project Issues, Risks,
Actions, and Decisions (IRAD)
35

36. Tracking IRAD
o Issue: An event or condition that has already happened
and has impacted or is currently impacting the project
objectives; there is no uncertainty
o Risk: An uncertain event or condition that, if it occurs, has a
positive or a negative effect on project’s objectives
o Action: Project Team tasks that arise from meetings, etc.
o Decision: Agreement made that impacts the project,
processes, etc. 36

37.  Reducing the number and impact of unexpected events
 Involving the entire study team in sharing risk concerns and
communicating as a team
 Developing mitigation and contingency plans
 Putting actions into place that are outlined in the Mitigation Plan to
prevent a risk from triggering; Mitigation should reduce the likeliness of risk
occurring, ideally make the risk go away
 Having Contingency Plans ready to activate only in the event a risk
triggers
 Defining and targeting high risk areas for escalation to management and
mitigation
Risk Management Benefits
37

38. Risk Management Process
Risk Identified &
Analyzed
Risk
Triggers
No
Yes
Mitigation and
Contingency
Plans Developed
Mitigation Plan
Executed
Lessons Learned Risk Closed
Issue Closed Out
Issue Monitored
and Addressed
Risk Becomes an
Issue:
Contingency Plan
Implemented
38

39. Identifying Risks
39
 Budget/funds
 Schedule
 Scope or requirements
changes
 Potential technical issues
 Potential resourcing issues
 Contracts
 Business
 Legal
 Safety
 Regulations
 Reputation
Identify risks in all areas of the project:

40. Developing Mitigation & Contingency
Plans
After a risk has been identified, a mitigation and contingency plan should be
developed.
 Mitigation Plan
A detailed plan of the actions that will be put into place in order to
eliminate or reduce/eliminate the likelihood the risk will occur; includes
discussion of costs required to execute mitigation activities.
 Contingency Plan
A detailed plan of what will be done in response to the risk, should it occur.
40

41. Risk Log
41
Risk ID Description Date Logged Owner Mitigation Plan Probability Impact Timescale Current State Current Date Status

42. Lessons Learned
42

43. Identifying Lessons Learned
 Solicit input from Project Team Members & Stakeholders
▪ What went well?
▪ What didn’t go well?
 Review risks & issues
▪ Were risks properly identified for the resulting issues?
▪ Could mitigation have prevented the issues?
▪ Should these be identified as risks to other projects?
 Review documents, tools, standards, etc.
▪ Accuracy of business case and project assumptions
▪ Should these be adopted as “Best Practices”?
▪ Do they need refreshed or updated?
▪ Was there missing information or guidance?
43

44. Tracking Lessons Learned
 Create a Lessons Learned Register and capture them along the way
▪ Include challenges, problems, realized risks, and opportunities
▪ Include effective responses for variances and corrective/preventative actions
▪ May obtain the information through team meetings
 At the end of a project or phase, Lessons Learned information is transferred
to an organization process asset called a Lessons Learned Repository
▪ This repository will be valuable when planning future projects
44

45. As a Project Manager, don’t forget to recognize project
team members and celebrate project successes
45

46. Questions?
Kandis Porter, PMP, MBA, MSPM
Founder & Managing Director
Effective Flow Connections, LLC
Kandis.porter@outlook.com
www.effectiveflowconnections.com
46

47. Resources
This presentation includes information from the Project
Management Institute (PMI) Guide to the Project Management
Body of Knowledge (PMBOK) Sixth Edition
More information is available:
www.pmi.org
pmihq@pmi.org
47

48. PMI’s PMBOK Guide (2017)
“A foundation upon
which organizations can
build methodologies,
policies, procedures,
rules, tools & techniques,
and lifecycle phases
needed to practice
project management.”
48

49. The PMI Lexicon of Project
Management Terms
Provides clear and
concise definitions
for nearly 200 of the
profession’s
frequently used
terms.
49