Intro to Project Management
What is a Project
A project is an individual or collaborative enterprise that is carefully planned to achieve a particular outcome
Is specific/cannot be vague.
Requires one-off performance.
Requires planning.
Is large enough to need control mechanisms in place.
Is not a business as usual activity.
Greenfield vs. Brownfield Projects
Greenfield - new implementation.
Brownfield - system conversion.
Gantt Chart
A Gantt Chart shows what must be done (the activities) and when it should be done (the schedule)
It is a visual tool used to identify the related timing of predecessor and successor activities
Project Management
Effective management of all activities is required to successfully complete a project. The activities enhance productivity and the control progress
Desired Results
On time.
Within budget.
Appropriate Quality.
Project Manager
The Project Manager is responsible for managing the process and the activities of project management
Process Activities
Planning all activities.
Overseeing all execution.
Monitoring progress.
Reporting to stakeholders.
Project Charter
The Project Charter is a document that provides formal approval to proceed as a project. Project Charter can include
Scope.
Objective.
Measurements and assumptions.
Restrictions.
Major participants.
Project authorities.
Expected or approved costs.
Timeframes – deliveries and milestones.
Key risks.
Expectations of the quality of deliverables
Project Schedule
The Project Schedule is used for documenting and detailing key milestones, which are defined points in a project’s schedule and show the progress achieved. The project schedule
Can be displayed as a list or a Gantt Chart.
When the appointed time arrives, progress will be measured and compared against the milestone.
Phases and Areas of Interest
Phases of Project Management
Planning -> Determine the viability of the investment and obtain an agreement to pay, and plan the control of the project
Determine the viability of the proposal. Will the final product create enough value to pay for the project costs and give the organization enough benefit (return on investment) to make the effort worthwhile?
Get the Project Charter signed off to have organizational commitment to support and pay for the project.
Plan out project activities. Ensure that the project is going to be controllable
Execution -> Plan the specifics of the project, and perform all activities to complete a successful project
Collect and plan specific requirements to understand the deliverables.
Determine and acquire resources (skill sets) needed to accomplish delivery.
Create a schematic or blueprint to detail the build.
Perform the work necessary to create a product or prototype.
Perform all testing to validate that the deliverable meets the quality and functionality requirements of the customer.
Perform testing to validate that introduction of this new product into the environment will not cause harm to the environment or other existing products.
Ensure that customers/users are prepared to receive this product (provide training, user manuals, and documentation).
Provide a knowledge transfer plan for implementation to execute.
Turn over all implementable components to the release process
Implementation -> Go live with the project work product.
Perform all activities necessary to place the product into the live environment.
Execute a knowledge transfer plan to ensure support personnel are ready to support the end-user.
Notify the customer/user community as to the availability of the new product or service.
Provide support to operations staff and user community as the service is readied for actual usage
Closure -> Complete the documentation to close out the project.
Finalize documentation for future needs.
Pay all outstanding invoices.
Validate customer acceptance and satisfaction.
Perform additional activities required to close out the project.
Nine Areas of Attention
Scope -> Defines the work to be done - How much work and all expectations – Quality, Cost, Delivery, etc
Schedule -> Control document defining timing for all project activities, including delivery
Cost -> Expected and actual cost
Quality -> Evaluating the quality of the deliverables as they are being designed, built, and delivered
Risks -> Something that might happen (positive or negative)
Issues -> Something that is happening or has happened (always negative)
Stakeholders -> Who is impacted by the project? Has the group of “affected” changed?
Administration -> Reports, Paperwork, Meetings, Communication, and Purchases
Approvals -> Initial, Milestone, Completion (acceptance), etc
Risk vs. Issue
Risk
An uncertain event or set of circumstances that should they occur, will affect the achievement of objectives.
Risks are measured by the perceived probability and magnitude of impact.
Creating a Mitigation Strategy
A Mitigation Strategy should be created for any risk deemed probable to occur and dangerous enough to address. The Mitigation Strategy will lessen the probability of the occurrence.
Implement the mitigation strategy, determine the mitigation strategy for responding to the occurrence should it happen, and document both the risk and mitigation strategy in the Risk Register.
Risk Register
The Risk Register is a database or document that contains details of the project risks. It is used to document Likelihood of occurrence; Likely impact if it occurs; and the response to the risk.
(Accept it, Avoid it, Implement Mitigation, Transfer)
Risk vs. Issue
A risk is something that might happen.
An issue is a risk that has happened or is happening.
Issue Register
An Issue Register is a database or document that contains the details of issues
Document Key Issues
Impact of the issue.
Who “owns” the issue.
Estimated resolution time.
Handling an Issue
Identified Risk in Risk Register
Risk Occurrence -> No -> Risk remains in open state monitoring for the occurrence -> Continue to manage in Risk Register
Risk Occurrence -> Yes -> Open Issue -> Close Risk Register Entry -> Manage issues in the Issue Register
Relationship of Risk to Issue
Issues Risks Focused on the present
Evaluated for future
Always negative
Positive or negative
Documented in Issue Register
Documented in Risk Register
Response will be “issue work- around” if not correctable
Response performed based on “risk response planning”
Understanding Stakeholders RACI
Stakeholder
A stakeholder is any entity with an interest in the outcome of a project
Document key stakeholders:
Who will receive a benefit from the project?
Who could interrupt the project?
Who is providing funding for the project?
Who will operate the project “work product” when complete?
Who will be involved in project delivery activities?
Customer
A customer is the entity that pays for a service or product
This entity also has the authority to determine how “valuable” the service or product is to themselves
In other words, if the value exists, the entity will agree to pay for the development and ongoing costs. If the value does not meet their definition, the entity will look for another source of satisfaction
End-user / User
An end-user or user is the entity that consumes/utilizes a service or product.
This entity uses a service or product to satisfy the needs/wants of the customer. Usually, this entails the end-user achieving some level of productivity to allow the customer’s business to achieve its goal. The user may or may not be the customer.
Supplier
The supplier is an entity that provides products and services used in the creation or delivery of products or services to the end customer.
This provision could be hardware, software, consulting services, or other products.
Service Provider
In IT, this entity provides services to customers and users to enhance business productivity.
The service provider is responsible for the quality and consistency of delivery, and may be owned by the customer or an external entity.
Determining Stakeholder Level of Involvement
Stakeholder Assessment:
Assess the influence that a Stakeholder could have on a project.
Assess the interest that a Stakeholder has in a project.
Assessment can help create a Communication Plan.
Record individuals and level of involvement in RACI Matrix.
RACI Defined
R- Responsible for correct execution
A - Accountable for final result
C - Consulted to provide additional knowledge and information
I - Informed or kept up to date regarding progress
Using RACI
Track Stakeholder Involvement
RACI Matrix/Model: A tool used to identify stakeholders and their level of involvement in a project or activity.
What Every Business Wants
Business Needs -> Every business entity looks to attain three things
Achieve objective.
Manage risks.
Have fully utilized resources.
Objectives
Objectives are NOT wishes.
Must have well-defined outcome expectations.
Must be achievable.
Should have some initial plan
Risks
Risk of not achieving objectives.
Environmental risk to employees.
Business created a risk to the outside environment.
Risk of foul perception.
Other Risks?
Fully Engaged Resources
Define resources.
Why fully engaged?
How can a technologist be more valuable?
Help the business get better at doing these three things
Achieve Objectives.
Manage Risks.
Have Fully Utilized Resources.
Requirements for Business Success
Correctly Understanding - Customer Base.
Delivery of Correct - Product/Service.
Control Mechanisms for Delivery - Cost vs. Value.
Preparation for Changing Conditions - Innovation
Roadblocks to Business Success
Time to Market (slower than competitors).
Fierce Competition.
Not responding to Changing Technologies/Conditions.
Why should the business fund a project
Probability of Failure
Seventy percent (70%) of all IT projects fail to achieve projected outcomes.
Fifty percent (50%) of all IT projects fail to achieve the projected outcome and lose one hundred percent (100%) of project investment.
The Concept of Value
Concept of Value
Circumstances.
Needs or wants.
Perception.
Controlling the Perception of Value
Value is defined by the customer.
Affordable mix of features.
Achievement of objectives.
Value changes over time and circumstances.
Utility vs. Warranty
Utility
Fit for purpose (works as designed).
Improves probability of achieving outcomes.
Improves customer performance capability.
Reduces customer constraints.
Warranty
Fit for Use (Guaranteed Consistency of Delivery)
Decreases Performance Variation.
Availability – When needed.
Capacity – Adequate for business needs.
IT Service Continuity – Major disruption recovery.
Security – Are Customer assets secure?
Example of Failure to Deliver Value
Becoming a More Valuable Employee
The performance of customer assets should be a primary concern of service management professionals because without customer assets, there is no basis for defining the value of a service.
If you continue to provide value, the customer will come to believe that you are the reason or a major reason for the success of the business.
Reasoning Behind Project Instigation
Opportunity.
Response to Risk.
Someone’s Pet Project.
Will Project results help the sponsor’s department only or affect the entire company?
Types of Service Providers
Service Provider Types
Internal Service Provider.
Shared Services Unit.
External Service Provider.
Internal Service Provider
Different business units within an organization may have their own internal IT departments. This is an example of multiple internal service providers; each providing services to a single customer
Shared Services Unit
A Shared Services Unit provides services to multiple internal customers. Each individual customer may have different levels of service delivery to meet individual needs
External Service Provider
An External Service Provider provides services to multiple customers
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