Pittsburgh Minority Purchase

Introduction to Project Management:
Processes, Tools, & Techniques
Presented by the
PMI Pittsburgh Chapter
Proprietary - PMI Pittsburgh
Section 1:
Introduction
Objective:
This seminar provides 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.
PMBOK - 5 Major Project Management

(PM) Processes
INITIATING
PLANNING
CONTROLLING
EXECUTING
CLOSING
LE V E L O F A C T I V I T Y
: Iterative & Overlapping

Executing
Process
Initiating
Process
PROJECT
START
Planning
Process
Controlling
Process
Closing
Process
PROJECT
FINISH
TI ME
CONCEPT
DEVELOP
IMPLEMENT
CLOSEOUT
PHASES OF THE PROJECT LIFE CYCLE
Seminar Outline
1.
2.
3.
4.
5.
6.
7.
8.
Introduction
Project Management Overview
Project Initiating
Project Planning
Project Executing
Project Controlling
Project Closing
Summary
INITIATING
PLANNING
CONTROLLING
EXECUTING
CLOSING
Section 2:
Project Management
Overview
PMBOK Definition of a Project :

A temporary endeavor undertaken to create
a unique product, service, or result.
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
Whats the key role/responsibility of the Project Manager?
Business Level
Executives
Program Level
PM / FM
Work Level
Teams
Whos a Project Stakeholder?
The Project Communications Plan:

Contacts Listing
Meetings Listing
Reports Listing
Project Success Factors
The Five (5) Project Variables

Scope
Time
Resources
5 Key
Project
Variables
Quality
PM
Cost
Organization Approaches
To Managing Projects:
Functional Organization
Matrix Organization
Projectized Organization
Organization Structures
XYZ
ENG
OPR
MKT
SVC
FUNCTIONAL
XYZ
PM
ENG
OPR
MKT
SVC
PL1
PL2
PL3
MATRIX
XYZ
PM1
PM2
PM3
ENG
ENG
ENG
ENG
OPR
OPR
OPR
OPR
MKT
MKT
MKT
MKT
SVC
SVC
SVC
SVC
P
R
O
J
E
C
T
I
Z
E
D
T
E
A
M
Project Organization Approaches

Functional
Matrix Projectized
L
Maintenance
Enhancement
New Product
(Strategic)
Priority
H
Seminar Outline
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
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
Process Groups
Initiating
Planning
Executing
Controlling
Closing
PMI Framework Document
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
Initiating Core ProcessInitiation

Input
1. Project description
2. Strategic plan
3. Project selection criteria
4. Historical information
Process
Output
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
Tools and Techniques

1. Project selection methods
2. Expert judgment
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
Project Proposal
Creating communication among project
stakeholders to achieve consensus
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
Project Life Cycle

Example Phases
Concept and
Proposal
Development
Implementation
Verification
Termination
Initial Phase
Intermediate Phases
Final Phase
Waterfall Lifecycle
McConnell, 1996
Spiral Methodology
McConnell, 1996
Prototyping
McConnell, 1996
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
PMBOK - 5 Major Project Management

(PM) Processes
INITIATING
PLANNING
CONTROLLING
EXECUTING
CLOSING
The Project Plan is...

Where all of the pieces of the
puzzle come together!
Why
What
How
Who
When
Review Project
Knowledge areas
Integration
Time
Scope
Quality
Facilitative functions:
Human Resource Mgt
Communications Mgt
Risk Management
Contract/Procurement Mgt
Cost
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

Project Goal
Goal
Deliverables
and/or Objectives
Deliverable
1.1
Deliverable
Activity
Activity
Activity
Activities
Deliverable
1.2
Deliverable
Activity
Activity
Activity
1.2.1
1.2.2
Deliverable
Deliverable
Activity
Activity
Activity
Activity
Activity
Activity
What
Deliverable
Activity
Activity
Activity
How
WBS Scope
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 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 CANT 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 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 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
Overview
Total Project Life Cycle
Plan
Execute
Close
Opportunity an
d Risk
$ Value
INCREASING RISK
Initiate /
Define
Period when
Highest Risks
are Incurred
Stake
t
a
t
n
Am o u
TIME
Period of
Highest
Risk Impact
Risk Identification
Identify the risk event(s)
Keep them realistic
Add them to the log
whenever they are
identified
(not just during planning)
Qualitative 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
Risk Response Planning and Quantification
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
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 cost and cash flow estimate based upon the
best information available at the time
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 Items (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!
Identify budget items for the following
Be sure to agree on
the units for cost
estimating:
Dollars
3.0
Roof
Grand Total
$9.850.00
3.1
Framing
3.2
Roof Deck
Trusses $4,500.00
Fasteners 150.00
Wall plates 350.00
$5,000.00
3.3.1
Gutter
Underlay - $300.00
Shingles - 3,500.00
Nails
100.00
Rent Air Gun 200.00
3.3.2
$4,100.00
Gutter $250.00
Hangers 50.00
$300.00
Soffit & Facia
Facia - $200.00
Soffit $150.00
Nails $ 50.00
$400.00
Thousands (K)
Millions (M)
3.3
Trim
Total $
$750.00
3.3.3
Venting
Roof Vent $50.00
Budget 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!!
Document The Project Strategy

Provides place to document project specific
details such as:
Phases of the project
Team Organization
Project Specific Controls
Any additional information
Document 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
Document Project Performance Metrics

Key Points about Metrics...
All metrics should be:
Specific
Measurable
Attainable
Realistic and Relevant
Time constrained
Metrics are tools for targeting learning
References
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

Initiation
Planning
Execution
Control
Closeout
Project Management Institute
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 hows 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
Monthly/Thur. @ 3:00
Conf Call: 23430642
Steve P; staff; sales, etc.
Internal Project Meetings/Reports

Investment Solutions Outsourcing
Committee
Project Executive/Sponsor Briefing
Weekly PACE Warehouse Project
Internal Status Meeting
Senior Management Status
Meeting/Report (XL Capital PACE
Project)
TBD
Susan K; Donna M; Christi

C.
TBD
Weekly/Tues. @ 1:00 PMConference Call
Susan
Bi-Weekly/Fri @ 7:30 AMReport/Presentation
Marcie H. and Project Team Marcie

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
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
Client Meetings/Reports:
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
ccs 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.
Issue resolution
Additional Project
Execution Needs
What is an issue?
Steps for issue resolution:
Identify and record

Assign (priority, assignee, due date)
Review
Resolve/verify
Lessons learned
Issue Escalation
What does the team
lead do?
What to they add
that the team can't?
If the project team is

unable to adequately
resolve issue... raise to
Team Lead
No
Issue
Project Team
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
Issue
resolved?
Team Lead
(Project Sponsor)
Issue
resolved?
No
Senior Manager
Yes
Does issue
have a
commercial
impact?
Engagement
Manager (Program
Manager)
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
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!
Time
Scope
Quality
Cost
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!
Sample Project Status 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:
Project Report Submitted to:

Name:
Name:
Name:
Who Will Address:
Title:
Title:
Title:
Date:
Date:
Date:
Sample Project Change Request

Project Change Request Template
Project Name:
Prepared by:
Date:
Changes are being made to the following:
Project Charter
Scope Statement
Performance Measurement Baselines
Key Staff
Scope Management Plan
Cost Management Plan
Staffing Management Plan
Risk Response Plan
Project Management Approach

Work Breakdown Structure
Major Milestones and Target Dates
Risk Management Plan
Schedule Management Plan
Quality Management Plan
Communications Management 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:
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

1
High-level Scope
Definition
Detailed Scope
Statement/
Document
Requirements
Gathering
Project Team
Project Manager/Team
Scope Validation/
Verification
(WBS)
Scope/
Requirements
Approval and "signoff"
Project Manager/
Team
PM/Sponsor
Client
Yes
Proposed Scope
Change
Client/
Stakeholders
Scope Change
Policy/Procedure
Change control form

Change control log
Identication and
Analysis of Change
(time, budget, etc.)
Team
Communication of
Impact to Client
Project Manager
Accept
Proposed
Change?
No
Document Change/
Incorporate into
Schedule, Scope
and Budget
Project Manager
Document Reason
for Rejection
Project Manager
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
Low
Overall schedule but

not a milestone
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 Managers 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
Whats in and whats 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 dont 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
Dont 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
Executing
Controlling
Closing
CLOSING
CLOSING
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
Closing
Process
Flow:
Input
Tools & Techniques
Output
Input
1. Project Charter
2. Project Scope Statement
3. Tools
Project Plan
4. Contract Documentation
5. Organizational Process
Documents
Output
1. Project mgmt methodology
1. Administrative Closure Archives
- 9 knowledge areas
2. Contract Closure Archives
- 5 process groups
3. Final Product, Service, Result
2. Expert Judgment
4. Environment & Org. Updates

5. Organization Process Assets
6. Budget Worksheet
7. Risk Plan and log
8. Performance Reports
8. Contract Deliverables
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 organizations probability of
success
Chaos: A Recipe for Success
The Standish Group International, Inc.
1999
What is the Number One Reason

Projects Fail?
11%
8%
43%
Project Team Politics

Lack of Resources
Scope Creep
38%
Source: PM Network, May 2004, p.12
Inadequate Executive
Sponsorship
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 Companys 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
Time
Risk
Communications
Integration
Cost
Quality
Procurement
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 Managers 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
Thank You!
Attendees (cant leave until you complete
the evaluation forms)
Clients
Hosts Pittsburgh Technology Council
PMI Educational Foundation
PMI Pittsburgh Chapter
PMIs Volunteer Member Presenters

Pittsburgh Minority Purchase

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Introduction to Project Management:

Processes, Tools, & Techniques

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PMBOK - 5 Major Project Management

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: Iterative & Overlapping

PHASES OF THE PROJECT LIFE CYCLE

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PMBOK Definition of a Project :

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Definition of Operation Activity

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PMBOK Definition of a Program :

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PMBOK Definition of Project Management:

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Benefits of Project Management :

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Liabilities of Project Management :

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Whats the key role/responsibility of the Project Manager?

Whos a Project Stakeholder?

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The Project Communications Plan:

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Project Success Factors

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The Five (5) Project Variables

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Project Organization Approaches

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Purpose of Initiation Process

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Initiating Core ProcessInitiation

Initiation is the process of

Tools and Techniques

PMI Framework Document

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Manage Expectations towards what you

How to manage expectations

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Project Proposal Content

Benefits of the Project Proposal

More Proposal Benefits

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Results of Initiation Process

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How to choose a lifecycle

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Project Life Cycle

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Case Study Description

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