The document provides an overview of project management modules and topics, including: - Module 1 defines a project as a "temporary endeavor undertaken to create a unique product or service." - Module 2 outlines the nine knowledge areas of project management according to PMI: integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, and procurement management. - Module 3 discusses the triple constraint of project management involving balancing the constraints of time, cost, and quality/scope. - Modules 4 and 5 cover risk management and project selection methods such as payback period, net present value, weighted and unweighted selection criteria, and forced pair comparisons for priorities

1. Project Management
Module Topics

2. Module 1: What Is a
Project?

3. What Is a Project?
“A temporary endeavor undertaken to create a
unique product or service.”*
Ter m Mean s t h at a Pr o j ect
tem porar y Has a beginning and end
endeavor Involves effort , work
to creat e Has an i ntention t o produce som ethi ng
(proj ect "deliverables"
uni que One of a ki nd, rather than a coll ecti on of
ident i cal i tem s
product Tangibl e obj ect s, but could i nclude things l ike
com puter software, f i lm or stage wor ks
servi ce Mi ght incl ude the est abl ishm ent of a day- car e
cent er, for instance, but not it s dail y
operations.
*2000 PMBOK Guide (p. 4).

4. Your Turn: What Is Project
Management?
• There are few if any definitive definitions.
• Project management knowledge is shared
understanding of what it takes to deliver
products and services effectively.
• Your definition should evolve and
continuously improve with your knowledge
and experience collaborating on projects.

5. Module 2: PMI’s Nine
Project Management
Knowledge Areas

6. PMI’s Nine Project
Management Knowledge
Areas
1. Integration Management
2. Scope Management
3. Time Management
4. Cost Management
5. Quality Management
6. Human Resource Management
7. Communications Management
8. Risk Management
9. Procurement Management

7. #1—Project Integration
Management
• Bringing it All Together:
– Building the Project Plan
– Project Execution
– Integrated Change Control
• Project Management “Nerve Center”

8. #2—Project Scope
Management
• Staying Vigilant in Defining and Containing
Scope throughout the Project
– Project Initiation
– Scope Planning
– Scope Definition
– Scope Verification
– Scope Change Control

9. #3—Project Time
Management
• Determining What Gets Done and When
through:
– Activity Definition
– Activity Sequencing
– Activity Duration Estimating
– Schedule Development
– Schedule Control

10. #4—Project Cost
Management
• Planning for Resources
•
•
•
Estimating Costs
Creating the Budget
Managing/Controlling

the Budget

11. #5—Project Quality
Management
• Quality Planning
• Quality Assurance
• Quality Control

12. #6—Project Human
Resource Management
• Organizational Planning
• Staff Acquisition
• Team Development

13. #7—Project
Communications
Management
• Keeping Stakeholders Informed
(and Involved!)
– Communications Planning
– Dissemination of Information
– Progress Reporting
– Administrative Closure

14. #8—Project Risk
Management
• Expect the Unexpected!
– Risk Management Planning
– Risk Identification
– Qualitative Risk Analysis
– Quantitative Risk Analysis
– Risk Response Planning
– Risk Management and Control

15. #9—Project Procurement
Management
For Projects Using Outside Resources:
– Procurement Planning
– Solicitation Planning
– Solicitation
– Source Selection RFP’s
– Contract Administration R
– Contract Closeout
Us! !

16. Where to Begin?
Look back over your previous project
experiences.
Chances are, you’ve used a little of each of
these nine areas already.
The PMBOK merely codifies them and attempts
to give us a framework for understanding and
applying project management knowledge
productively.

17. Your Turn: What We Know
Already
• Look back over your previous experience in
project management
• How many of the nine knowledge areas did
you use? (Probably all nine!)
• Take a quick inventory and point to your most
successful application use of that knowledge
area.
• Pick up at least one new tip from others right
now!

18. Module 3: The Triple
Constraint

19. The Triple Constraint
Time Cost
OR, IN
Quality/Scope
PLAIN
ENGLISH
Fast Cheap
Good

20. Triple Constraint Trade-Offs
Ti m e Cost
Quality/Scope
Co n st r ai n t Req u i r ed Ad j u st m en t Al t er n at i ves (On e o r
Ch an g e Co m b i n at i o n o f Bo t h )
Shorter Tim e Higher Cost Reduced Quality or Narrowed
Scope
Reduced Cost More Tim e Reduced Quality or Narrowed
Scope
Higher Quality or More Tim e Higher Cost
Increased Scope

21. Triple Constraint: Setting Priorities
Pr i o r i t y Mat r i x
Co n st r ai n t 1 2 3 Measu r em en t
Tim e
Cost
Quality/ Scope
•Must be set by customer and sponsor near startup.
•May change over time, but a change is a significant event!
Ex am p l e o f a Co m p l e t e d Pr i o r i t y Mat r i x f o r a Co n st r u ct i o n Pr o j e ct
Co n st r ai n t 1 2 3 Measu r em en t
Building m ust be com pleted by
Tim e X October 31 of this year to
accom m odate corporate m ove.
Costs for the project m ust not
Cost X ex ceed $22.5 m illion.
Must provide workspace for 120 call
Quality/ Scope X center staff.
If these are the established priorities and measurements, what are
some of the implications for the project if the project starts running late
or shows signs of exceeding budget?

22. Module 4: Risk Management

23. Risk Identification Worksheet
Risk Identification Worksheet
• Enter risk scenario (how an event Scenario:
could jeopardize project outcome).
• Rate probability, impact, and degree
of control using rating scale of: Probability Impact Control Index
1 = Low
2 = Medium Financial Impact:
3 = High
• Compute risk index using formula:
Action to be Taken: Ignore Eliminate Manage
Mitigations:
• If possible, enter financial impact.
Probability * Impact
• Determine actions to take: Control
Risk Index = Contingencies:
– Ignore (do nothing)
– Eliminate (sidestep)
– Manage Manager of This Risk:
• For managed risks, indicate Actions Taken
mitigations and contingencies and
Action: Date:
assign risk manager.
• Log actions taken as they occur.

24. Giving Risks Priorities
Maintain inventory of all risks identified—updating probabilities, impacts, and controls if changes
occur.
Focus attention on the risks with the highest Indices!!!
* How would this change if you learned that a team member has announced that she is a finalist
for a new position at the home office 1,500 miles away?

25. Your Turn: Project Risk
Scenarios Risk Identification Worksheet
Scenario:
1. Individually identify and jot
down four possible risk Probability Impact Control Index
scenarios this project might
face. Financial Impact:
2. Share these within your
Action to be Taken: Ignore Eliminate Manage
group and create a Risk Mitigations:
Priority Worksheet of your
pooled risks.
3. Score the risks. Contingencies:
4. For the top two, brainstorm
at least one mitigation and
one contingency. Manager of This Risk:
5. Use the Risk Identification Actions Taken
Worksheet as a guide, but
Action: Date:
you do not need to complete
one for this exercise.

26. Module 5: Project Selection

27. How Projects Come to Be
• Project selection can be a difficult process,
especially when there are a large number of
potential projects competing for scarce
dollars.
• Some selection methods are highly intuitive;
others try to add rigor through more scientific
selection processes.

28. Sacred Cows and Pressing
Needs
• “Sacred Cow” selection—Senior Management wants it!
(it may often turn out well; many visionary projects
start here)
• Business opportunity (make more $$$)
• Savings potential (save $$$)
• Keeping up with competition (example, many e-commerce
projects were in response to competitor’s initiatives)
• Risk management (examples: disaster recovery initiatives, Y2K)
• Government or regulatory requirements
URGENT!!!

29. First Selection Criterion
Sanity Check: Does the project fit in with the stated goals of the
organization?
Which of the following meet this criterion? Why or why not?
 An environmental group proposes a project to raise money by
selling aerosol cans of a powerful new pesticide.
 A video store chain proposes to develop a web site for ordering and
distributing videos.
 A bank offers a free rifle to anyone opening a new savings account.
 A restaurant equipment manufacturer decides to introduce a line of
high-end refrigerators for the consumer market.

30. Selection Tools
Nu m er i c Met h o d Descr i p t i o n
Payback Period Determ ines how quickly a project
recoups its costs
Net Present Value Estim ates the current worth of
anticipated cash flows resulting from
the project
Unweighted Selection Scores m ultiple projects against a set
of selection criteria, with all criteria
being equal
Weighted Selection Scores m ultiple projects against a set
of selection criteria, with each
criterion assigned a num eric weight
Pairwise Priorities Rank ordering a num ber of candidate
projects by system atically com paring
one with each of the others

31. Weighted Criteria
Item
Weight
Criteria
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
Total: 0 Total: 0 Total: 0 Total: 0 Total: 0

32. Weighted Criteria (example, using scale of 1-5)
Item
Weight
Project A Project B Project C
Criteria
4 5 3
Good ROI 3 12 15 9 0 0
2 3 5
CEO Likes It 5 10 15 25 0 0
5 4 2
Provide
Better 4 20 16 8 0 0
Service
4 4 5
Match New
Initiatives of 3 12 12 15 0 0
Competition
Our Winner!!
(hmmmm…) 0 0 0 0 0
Total: 54 Total: 58 Total: 57 Total: 0 Total: 0

33. Unweighted Criteria (example, using scale of 1-
5) Item
Project A Project B Project C
Criteria
Good ROI 4 5 3 0 0
CEO Likes It 2 3 5 0 0
Provide Better 5 4 2 0 0
Service
Match New
Initiatives of 4 4 5 0 0
Competition
Our Winner!! 0 0 0 0 0
(Still! So the boss
was right..)
Total: 15 Total: 16 Total: 15 Total: 0 Total: 0

34. Forced Pair Comparisons for
Priorities
• Allows individuals or groups to rank order lists of candidate
projects (or anything, for that matter!)
• Simple
• Works well for fewer than 20 items
1 -- 2
1 -- 3 2 -- 3
1 -- 4 2 -- 4 3 -- 4
1 -- 5 2 -- 5 3 -- 5 4 -- 5
1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6
1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7
1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8
1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9
1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10
Item Scores
1 2 3 4 5 6 7 8 9 10

35. How to Use Forced Pair Comparisons
• Generate list of items.
 For project selection, this will be the list of candidate projects.
• Number the items for identification purposes.
• Use the grid to compare each item with the other items on the list,
circling the item that is the more preferred of the two. (You must
make a choice for each pair!)
• Count the number of times each item was circled and enter its score
on the bottom line of the grid.
• Rank order the list using the scores you have derived. The item with
the highest score is #1. The item with the second-highest score is #2.
(In case of a tie, you may either do a mini-grid for the tied items, or
refer to your original preference when you were circling the items in
the grid above.)
• Use less than a full grid for fewer than 10 items; expand grid for more
items.

36. How to Use Forced Pair Comparisons
Example:
Seven Books I Have Always Wanted to Read and Haven’t
1. Middlemarch
2. Ulysses
3. Remembrance of Things Past
4. War and Peace
5. Moby Dick
6. Anna Karenina
7. Pride and Prejudice

37. How to Use Forced Pair Comparisons
Example (continued):
1 -- 2
1 -- 3 2 -- 3
1 -- 4 2 -- 4 3 -- 4
1 -- 5 2 -- 5 3 -- 5 4 -- 5
1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6
1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7
1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8
1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9
1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10
Item Scores
1 2 3 4 5 6 7 8 9 10
2* 5 1* 4 2 1 6
* Break ties. In this case, #1 and #6 as well as #3 and #6 were tied.
Ties were broken merely by referring to previous choice made in the grid.

38. How to Use Forced-Pair Comparisons
Example (concluded):
Ranked List of the Seven Books I Have Always Wanted to Read and Haven’t
1. Pride and Prejudice
2. Ulysses
3. War and Peace
4. Middlemarch
5. Moby Dick
6. Remembrance of Things Past
7. Anna Karenina

39. Practice Placing Priorities on a Short List
1 -- 2
1 -- 3 2 -- 3
1 -- 4 2 -- 4 3 -- 4
1 -- 5 2 -- 5 3 -- 5 4 -- 5
1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6
1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7
1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8
1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9
1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10
Item Scores
1 2 3 4 5 6 7 8 9 10

40. Module 6: Work Breakdown
Structures

41. Work Breakdown Structures
• Work Breakdown Structures (WBSs) help
organize the activities required to meet the
objectives of the project.
• Focus is on deliverables.
• May be organized:
– By phase of the project
– By component

42. Phase-Based WBS
P a r t ia l W B S f o r So f tw a r e P r o je c t B a s e d o n Ph a s e
C u s t o m e r R e l a t i o n s h ip M a n a g e m e n t S y s t e m
P ro je c t M a n a g e m e n t R e q u ir e m e n ts D e s ig n B u i ld
P la n n i n g C li e n t In t e r v i e w s L o g ic a l D e s ig n L o g i c a l D e s ig n e tc .
R e p o r t in g R e v ie w o f C u r r e n t W o r k f l o w s
P r o c e s s M o d e ls P r o c e s s M o d e ls
A d m in i s t r a t io n B u s in e s s O b je c tiv e s
U se C ases U se C ases
M e e tin g s P r e li m i n a r y T e s t P la n n in g
L o g ic a l D a t a M o d e ls P h y s ic a l D a t a M o d e ls
D o c u m e n t a tio n P la n n i n g D o c u m e n t a ti o n P l a n n in g
T r a in i n g R e q u ir e m e n ts

43. Component-Based WBS
Pa r tia l W B S fo r L u x u r y T o w n h o u s e C o m p le x b y C o m p o n e n t
IY H T A Y C A I* V illa g e P r o je c t
( * I f y o u h a v e t o a s k , y o u c a n ' t a f f o r t i t)
P r o je c t M a n a g e m e n t B u ild in g s L a n d P la n n in g S a le s a n d M a r k e tin g
P la n n in g T o w n h o u s e U n i ts W a te r a n d S e w e rs A d v e r tis in g
R e p o r tin g C lu b h o u s e R oads and Access Lanes A s s o c ia tio n D e c la r a tio n s
A d m in is tr a tio n G a te h o u s e s R e te n tio n P o n d s G e n era l L e g al
M e e tin g s P ro S h o p 1 8 - H o le G o l f C o u r s e
D o c u m e n ta tio n P la n n in g D o c u m e n ta tio n P la n n in g P e r m it s a n d I n s p e c t i o n s
M a i n t e n a n c e S t a f f i n g R e q u i r e m e n ts
P e r m it s a n d I n s p e c t i o n s

44. Work Packages
• Lowest level of WBS is called a Work
Package if further deconstruction into
activities is possible.
– May be assigned as a subproject
– May be subordinated into WBS structure for
estimating purposes
• Activities at this level become the basis for
time and duration estimates.

45. Sources of Project Activities: Brainstorming

46. More Sources of Project Activities:
Templates
• Don’t reinvent the wheel!
– As you get more projects under
your belt, work with other project teams to develop
templates for WBS’s to use as a starting point.
– Remember, no two projects are ever exactly alike
(remember the “unique” in the definition of a
project)! The template should be a starting point—
to be tailored to the specific needs of the current
project.
– Even with the time spent in tailoring, templates
can be enormous time-savers.

47. Assigning Responsibilities:
Responsibility Matrix (Also Known as
RACI Chart)
• Cross-reference of tasks and resources
assigned to the project.
Project Item Sponsor Project Manager Project Team Project Office
Project Definition A A R I
Risk Management A R R C
Detailed Design A R R C
Weekly Web Bulletin I R R I
etc.
R = Responsible
A = Accountable
C = Consulted
I = Informed

48. Module 7: Project
Scheduling

49. Network Diagrams and
Critical Path Analysis
Once you’ve determined the activities for the
project and estimated their durations, network
diagrams are the next step for creating the
project schedule.
Two Types:
Activity on Arrow (AOA)—nodes on the diagram
connect arrows and represent activities
Activity on Node (AON)—nodes represent
activities that are connected by arrows showing
the precedence of activities

50. Network Diagram Example
Activity on Arrow (AOA)
Task Dur ation Predecessor(s)
A 8 days -
B 6 days 1
C 3 days 1
D 0 days 3
E 12 days 4
F 5 days 2
G 5 days 6
H 5 days 7
I 0 days 5,8
F (5d) G (5d) H (5d)
B (6d) I (0d)
A (8d) E (12d)
C (3d)
D (0d)
Critical path is A-B-F-G-H-I, with total duration of 29 days.
There is one non-critical path A-C-D-E-I, with total duration of 23 days.
NOTE: Task A has no slack because it is on the critical path.

51. Network Diagram Example
Activity on Node (AON)
Task Dur ation Predecessor(s)
A 8 days -
B 6 days 1
C 3 days 1
D 0 days 3
E 12 days 4
F 5 days 2
G 5 days 6
H 5 days 7
I 0 days 5,8
Once again, the critical path is A-B-F-G-H-I, with total duration of 29 days.
There is one non-critical path A-C-D-E-I, with total duration of 23 days.
NOTE: Task A has no slack because it is on the critical path.

52. Your Turn: Party Exercise

53. Networked Tasks
Scheduling Algorithm Exercise
Determine Early Start/Early Finish, Late Start/Late Finish
And Critical Path
ES EF ES EF
LS LF LS LF
ES EF ES EF ES EF
LS LF LS LF LS LF
ES EF ES EF
LS LF LS LF
ES EF
LS LF
Rule #1: In forward pass, ES = latest EF of predecessor
Rule #2: In backward pass, LF = earliest LS of successors
Rule #3: Task is CRITICAL if ES=LS and EF=LS (no Slack)
Rule #4: Task is NON-CRITICAL if ES<>LS and Slack = LS – ES (or LF – EF)

54. Completed Network w/Forward & Backward Pass
Calculations
Scheduling Algorithm Exercise
Determine Early Start/Early Finish, Late Start/Late Finish
And Critical Path
0 30 30 60
165 195 195 225
Slack = 165
0 0 135 225 225 225
0 0 135 225 225 225
0 0 45 135
45 45 45 135
135 165
195 225
Slack = 60
Rule #1: In forward pass, ES = latest EF of predecessor
Rule #2: In backward pass, LF = earliest LS of successors
Rule #3: Task is CRITICAL if ES=LS and EF=LS (no Slack)
Rule #4: Task is NON-CRITICAL if ES<>LS and Slack = LS – ES (or LF – EF)

55. Completed Network w/Forward & Backward Pass
Calculations
Scheduling Algorithm Solution
Determine Early Start/Early Finish, Late Start/Late Finish
And Critical Path
Once start date/time entered, other calculations
automatic with project management software

56. Module 8: Project
Stakeholders

57. Project Stakeholders
• “Individuals and organizations that are
actively involved in the project, or whose
interest may be positively or negatively
affected as a result of project execution or
project completion.” 2000 PMBOK Guide
• Short list
– Project benefactor
– Project requestor
– Project manager and team
– Those affected by the project

58. Project Stakeholders: Partial List of
Candidates for Stakeholder Roles
• Project benefactor and upper management
– Project sponsor
– Project office/project advisory boards
– Executive management
• Project requestor
• Project manager and team
– If a team member has a line manager, he or she is a key stakeholder as
well. (They hold the strings for your team member.)
• Internal Consultants
– Legal
– Audit
– Telecommunications
– IT infrastructure
– Quality assurance
– Human Resources Department
• External entities affected by the project
– Customers
– Vendors
– Governmental agencies
– Other regulatory bodies

59. Your Turn: Identifying Project
Stakeholders
Potential Stakeholders
Stakeholders Inside the Team
Stakeholders Within the Organization
Stakeholders Outside the Organization

60. Module 9: Defining Scope

61. Defining Scope
• Product Scope Versus Project Scope
– Product Scope: The sum of the features that make
up the product or service created by the project.
– Project Scope: All of the activities and resources
required to produce the target product or service.

62. Preliminary Context Diagrams : Deconstruction
W id g e t
W o r ld
M anage S e ll M anage M a in ta in Run
E n t e r p r is e W id g e t s S y s te m s A c c o u n ts HR
(IT D e p t )
M anage S up port S e ll S up p ort D e v e lo p D e s ig n H ir e D e v e lo p M a i n t a in
S a le s S a le s P rod u ct S y s te m s S y s te m s W e b s ite s S ta ff C ourses E m p lo y e e R e c o r d s
(O u r C o n te x t)
Here we’ve drilled down into the Widget World organization and
depicted the major functions within the company.
Ideally, the top level should encompass the entire organization.
We have been charged with evaluating a flawed sales support
system that provides automated training and support to the sales
staff. The scope of the training product is therefore the box labeled
“Support Sales.”

63. Scope (Context) Diagrams
Defining the End Product
Login and Lesson
Participation
Usage Statistics
IT Dept
Sales Staff Ad Hoc Product and
Procedures Inquiries
Sales Staff
Information
Ad Hoc Product and Access
and Sales Sales Staff
Permissions
Support Performance Sales
Support Training Managers
Course
Lessons, Product
Assessments, Sales Staff
and Learner Participation
Evaluations and Progress
Reports
Sales Staff
Participation
Course and Progress HR
Reports
Development Department
Group Content
Updates

64. Scope (Context) Diagrams
Defining the End Product (continued)
Soft ware
The software product, usually drawn as a
Product rounded-corner square, and always in the
center of the graphic
One rectangle for each class of individual
Individuals Who
(e.g., customer) or organization (e.g., HR)
Int eract Wit h that might interact with the software
Soft ware Product solution
One rectangle (with an extra line inside
Syst ems That the top) for each class of system (e.g.,
Int eract Wit h your HR System) that may interact with
Soft ware Product the software product
One arrow for each major class of
information that flows to or from the
software product

65. Scope (Context) Diagrams
(applied to project team charged with delivery of the product)
Request for Infrastructure IT Systems
HR Dept
Requirements Support
Approvals/$
Internal
Interim Versions
Completed System Project Focus
to Develop Group
Sales Staff Recom mendations/ Participant
Approvals
Progress Reports Support System s
Template
Designs
Internal
Web Sales
Design Managers
Content
Group Rules

66. Scope (Context) Diagram
(applied to project team charged with delivery of the product - continued)
Soft ware
The name of the software development project,
Developm ent usually appearing in the center of the graphic as a
Project rounded-corner square
Any Individuals or One rectangle for each class of individual (e.g.,
Organizat ions project sponsor) or organization (e.g., IT
Int eracting With Department) that may interact with your software
Project Team development project team in developing the
software product
One rectangle (with an extra line inside the top) for
Syst ems That each class of system (e.g., a course module library)
Int eract With Project that be used by the software development project
Team team in developing the software product
One arrow for each major class of information that
flows to or from software development project team

67. Module 10: The Project Life
Cycle

68. The Project Life Cycle
G e n e r a l F o r m o f a P r o je c t L ife C y c le
P r o je c t
P hase 1 P hase 2 P hase 3 P h a s e ... P h a s e "n "

69. Project Life Cycles Are Like Snowflakes!
S i m p le T h r e e - P h a s e P r o j e c t L i f e C y c le
P r o je c t
In itia tio n E x e c u tio n C lo s e - O u t
N in e - P h a s e P r o je c t L if e C y c le
P r o je c t
F o r m u la t e C o n c e p t E v a lu a te C o n c e p t V e r if y S c o p e D e s ig n C o n s tru c t D e p lo y M a i n t a in C lo s e

70. “Our” Project Life Cycle
P r o je c t L ife C y c le U s e d in th is W o r k s h o p
P r o je c t
In itia tio n D e fin it io n P la n n in g Im p le m e n ta tio n C lo s u r e
Ph ase Pu r p o se
Initiat ion Introduce proj ect to attain appr oval and cr eate pr oject
chart er
Definition Docum ent pr oject scope, deliverables, and m ethods for
containi ng scope.
Planning Cr eate plan docum enting t he acti viti es r equir ed t o
com plet e the pr oject , along with sequence of act ivit ies,
r esources assi gned t o the activities, and r esulting
schedule and budget s.
Im plementation Ex ecute and m anage the plan, using ar t ifacts cr eated in
the planning phase.
Closur e Form ally review t he pr oject, including lessons lear ned and
tur nover of pr oject documentation.

71. Continuous Improvement
Lessons
Learned
P r o je c t
I n it ia t io n D e f in it io n P la n n in g I m p le m e n t a t io n C lo s u r e

72. Module 11: Project
Management Software

73. A Word About Tools
• Many people assume that project
management is all about
management software.
• That’s like saying that residential
construction is all about
hammers!
• Such tools will often make your
work simpler and handle complex
calculations with ease.
• However, without a solid
understanding of PM concepts,
the tools often provide an illusion
of project control that does not
exist.
• Learn the concepts, then the tool.

74. Module 12: Project
Communications

75. Communication Made
Simple
The Two-Floor Rule
– Every stakeholder should receive information at just the right
level of detail for them.
– High-level managers won’t want to see all the gory details of
the project.
– Your team members need to see a great deal more.
– If your level of reporting is appropriate, and one of your
stakeholders steps into the elevator and asks about the
status of the project, you should be able to brief him or her
by the time the elevator stops two floors away.

76. Communication Plan
Communication Format Frequency Distribution
Team Briefing Restricted Intranet Daily at 9:00 Team and stakeholders
with access to secure
project info area
Weekly Web Bulletin Internal Intranet Weekly Team, sponsor, senior
management
Technical Incident Email Immediately after Webmaster, IT
Report Incident Department
Budget and Schedule Spreadsheets and Bi-Weekly Sponsor, Senior
Detail Detailed Gantt Chart Management
Accomplishments and Email and Intranet Weekly All internal stakeholders
Setbacks
Schedule Milestones Email and Intranet Weekly All internal stakeholders
Cost-to-Date Email and Intranet Weekly All internal stakeholders
Milestones
Current Top 5 Risks Email and Intranet Weekly All internal stakeholders

77. Some Simple Tools

78. Some Simple Tools (continued)
Schedule Milestones as of 2/15/2004
ID Milestone Scheduled Actual Variance
Completion Completion in Days

79. Some Simple Tools (continued)

80. Some Simple Tools (continued)

81. And Don’t Forget…
Co n st r ai n t 1 2 3 Measu r em en t
Buil ding m ust be com pleted by
Tim e October 31 of this year to
accom m odate corporate m ove.
Costs for the project m ust not
Cost
ex ceed $22.5 m i llion.
Must provi de workspace for 120 cal l
Quality/ Scope
center staff.
+
Changes to either are significant!

82. Module 13: Project Close

83. You’ve already seen the value of this!
POST-PROJECT REVIEW
Project Name:
Overall Evaluation of the Project
What was the overall mission of the project? Provide a short description based on your understanding of the project.
All in all would you say that the project was successful? Why or why not?
How close was the project to meeting its scheduled completion date?
How close was the project to being completed within budget?
Did the project meet its final stated objectives? Why or why not?

84. Post-Project Review (continued)

85. Post-Project Review (continued)
Collaboration and Team Issues
How effective was the overall leadership of the project? Did the project manager have the resources and support required to be as
effective as she or he could be?
In general, how well did the team members collaborate? Why was this so?
Did team members work together in a single physical area or were they physically separated?
What were the primary modes of team communication? Which ones worked best? Which ones worked least well?
Were all team members available at the times they were needed for project work or status meetings? What impact did this have on
the project?
Were all stakeholders and subject matter experts available to answer questions when needed? What impact did this have on the
project?

86. Post-Project Review (continued)

87. Stakeholders
Report/Celebration
• Communicate Results
• Pinpoint Successes
• Propose Maintenance/Corrective
Measures if needed
– share contributing success factors
– present plans for corrective action
• “Sharpen the Saw” for the future
Project Best Practices
• Celebrate Successes!!!!

88. Module 14: What’s Next?

89. Personal Action Plan
Personal Self-Evaluation and Action Plan for Follow-Up after This Workshop
These are the knowledge areas and skills that I already knew and had
reinforced by this workshop.
These are the knowledge areas and skills that were new to me that I will be
able to use in my project work in the future.
These are the knowledge areas and skills introduced in the workshop on
which I might need a refresher to use comfortably.

90. Personal Action Plan (continued)
These are the knowledge areas and skills that were not covered (or not
covered in sufficient detail), but about which I would like to learn more.
These are the steps I plan to take immediately.
These are the steps I want to take within the next six months
These are goals related to project management that I want to achieve within
the next two years.

91. Personal Action Plan
• This plan is your plan and you need not share
it with anyone else in the workshop.
• However, find a colleague with whom you can
share your plan.
– Make this “Project Management In the First
Person” and set out to put in place the steps you
listed to meet your stated goals.
• Much success in the future!!

92. Module 15: Bibliography

93. Bibliography
Adams, John R., and Campbell, Bryan, Roles and Responsibilities of the Project Manager , 4th
Edition, Project Management Institute, 1990
Baker, Sunny and Kim, The Complete Idiot's Guide to Project Management , New York, NY:
Alpha Books, 1998.
Bennatan, E.M, On Time Within Budget: Software Project Management Practices and
Techniques, 3rd Edition, New York, Wiley. 2000.
Brooks, Fredrick. The Mythical Man-Month. Addison Wesley. 1995.
DeWeaver, Mary F. and Gillespie, Lori C., Real-World Project Management: New Approaches
for Adapting to Change and Uncertainty . New York: Quality Resources, 1997.
Dinsmore, Paul C., Human Factors in Project Management . New York: AMACOM, 1990.
Doyle, Michael and Straus, David, How to Make Meetings Work, New York: Jove Books, 1982.
Greer, Michael, The Manager's Pocket Guide to Project Management , Amherst, MA: HRD
Press, 1999.
Greer, Michael, The Project Manager's Partner: A Step-by-Step Guide to Project Management ,
Amherst, MA: HRD Press, 1996.
Haynes, Marion E., Project Management. Crisp Publications, 1989.
Laufer, Alexander and Hoffman, Edward J., Project Management Success Stories: Lessons of
Project Leadership, New York, Wiley. 2000.
Lewis, James P., Fundamentals of Project Management . New York: AMACOM, 1997.
Lock, Dennis, Project Management (Sixth Edition). New York: Wiley, 1996.

94. Bibliography
Martin, Paula and Tate, Karen. Getting Started in Project Management . New York, Wiley, 2001.
Meredith, Jack R. and Mantel, Jr., Samuel J., Project Management: A Managerial Approach .
5th Edition. New York. Wiley. 2003.
Penner, Donald. The Project Manager’s Survival Guide. Battelle Press, 1994.
Peters, Tom, Reinventing Work: The Project 50: Fifty Ways to Transform Every "Task" Into a
Project That Matters. New York. Alfred A. Knopf, 1999.
Project Management Institute. A Guide to the Project Management Body of Knowledge
(PMBOK Guide) -- 2000 Edition , 2001.
Roberts, W. Leadership Secrets of Attila the Hun . Warner Books, 1987.
Schrage, Michael. Shared Minds: The New Technologies of Collaboration . New York: Random
House. 1990.
Thomsett, R. People and Project Management . Yourdon Press, 1980.
Verzuh, Eric. The Fast Forward MBA in Project Management: Quick Tips, Speedy Solutions,
and Cutting-Edge Ideas. New York, Wiley. 1999.
Wideman, R. Max (Editor). Project and Program Risk Management: A Guide to Managing
Project Risks and Opportunities. Project Management Institute, 1992.
Wysocki, Robert K. et al, Building Effective Project Teams . New York: Wiley, 2001.
Wysocki, Robert K. et al, Effective Project Management . New York: Wiley, 1995.

95. Module 16: The Project
Charter

96. The Project Charter
• The project charter is the project’s “license to
do business.”
• It should come from someone outside the
project itself with funding-access, resource-
assignment, and decision-making authority
sufficient to support the project.
• This person is usually known as the project
sponsor.

97. Why Have a Project
Charter?
• Primary purpose: to get approval to proceed
with the project and obtain sufficient approval
for resources to move to the next phase of
the project.
• Communicate to stakeholders and other
interested parties the mission and objectives
of the project.
• Communicate to the project team what they
are expected to accomplish.

98. Project Charter
Components*
• Project Mission
• Project Scope
• Project Objectives
• Project Assumptions
• Project Constraints
• Milestones
• Project Risks
• Stakeholders
• Signature Page Granting Authority to Proceed
In some organizations, the project charter is an evolving
document. Many of the components listed will change as the
project moves into the project definition phase.

99. Your Turn: Starting the Charter
Li s t at l eas t Th r ee SMART Ob j ect i v es .
Pr o j e ct Assu m p t i o n s
Li s t at l eas t t h r ee Pr o j ec t As s u m p t i o n s .
Pr o j e ct Co n st r ai n t s
See Pr o j ec t Pr i o r i t y Mat r i x i n Ap p en d i x . Li s t an y o t h er c o n s t r ai n t s h er e.
Pr o j e ct Ph ase s
In d i c at e t h e p h ases o f t h e p r o p o s ed p r o j ec t .
M i l e st o n e s
Li s t m aj o r m i l es t o n es f o r p r o j ec t i d en t i f i ed s o f ar . (In c l u d e at l east f i v e t h r o u g h o u t t h e l i f e o f t h e p r o j ect .)
Pr o j e ct Ri sk s
At t ach Ri s k Id en t i f i c at i o n Wo r k s h eet s an d Ri s k Pr i o r i t y Wo r k s h eet .
St ak e h o l d e r s
At t ach Po t en t i al St ak eh o l d er s Wo r k sh eet .
Si g n at u r e Pag e Gr an t i n g Au t h o r i t y t o Pr o ce e d
Ob t ai n s i g n at u r es o f Pr o j ec t Sp o n s o r an d Pr o j ec t Man ag er .
Pr o j ec t Sp o n s o r Si g n at u r e:
Pr o j ec t Man ag er Si g n at u r e:

100. Module 17: Project
Management Maturity Model

101. Project Management
Maturity Model (PMMM)
• PMI defines process improvement as the “Systematic and sustained
improvement of processes and thus the products they produce.”
• The Five Levels of PMMM:
– Level 1—Initial Process
• Project management practices are ad hoc and inconsistent within organization.
– Level 2—Repeatable Process
• Project management practices are commonly understood and followed, but most knowledge
is commonly understood rather than documented.
– Level 3—Defined Process
• Project methodology usually in place, with written guidelines for project deliverables and
processes.
– Level 4—Managed Process
• Systematic collection of project performance data to set baselines for performance goals.
– Level 5—Optimization
• Proactive approach applying metrics and best practices to achieve highest level of project
excellence.

102. Rewards of PMMM
The promise of continuous process
improvement through repeatable processes,
benchmarking, and optimization: To break the
triple constraint and achieve
Faster!! Cheaper!!
Gooder, oops, Better!!!

103. Module 18: SMART
Objectives and
Project Assumptions

104. Writing SMART Objectives
S pecific
Objectives should be stated in terms that include that include
some quantitative target for the end product.
M easurable
There should be some way of actually testing whether or not
that stated target has been met.
A ttainable
The desired objective must be one that is actually possible to
achieve within the time and cost parameters provided.
R elevant
The desired objective should relate directly to the
organization's business needs and stated mission.
T
The boundaries for completion date of the desired objective
should be either a specific date or time or an "offset" from the
beginning of the project. (For example, must be completed
within five months of project launch.)
ime-Bound

105. Project Assumptions
• Almost every lesson includes
the reminder “Don’t Assume!!”
• Turn that around and make it
“Document Assumptions!”
– Don’t expect others to read your mind.
– Capture as many assumptions as possible to
include in your initial project charter.
– Don’t be surprised if others do not share all your
assumptions. This is the time to resolve
differences— before the project is underway!