Professional Documents
Culture Documents
Presented by: Pat A. Eigbe, PMP Office of Innovations and Solutions, ATO-P February 18, 2004
Briefing Outline
Project Management (PM) as a Tool Project Management Terminology PM Relationship to other Disciplines Project Management Processes Project Management Tools & Techniques Summary/Conclusion Questions
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Communications
Understanding our Environment
Tell the Marine to secure a building: they will kill everybody and point guns at the building. Tell the Air Force to secure a building: they will drive everybody out and lease the building to the highest bidder. Tell the Army to secure a building: they will surround the building and point guns at the house. Tell the Navy to secure a building: they will turn off all the lights, lock up the house, and go home.
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Figure is conceptual and overlaps are NOT proportional February 18, 2004 Pat A. Eigbe, PMP 11
SE Needs PM for
Planning and tracking Managing Resources
Quality Management
PM - Process for Producing the Product SE - Ensure Product Meets the Technical or Quality Specifications
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Change Management
PM - Changes to Project Scope SE - Changes to System Requirement
Measurement
PM Program cost & schedule performance SE Technical Performance
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PMI Certification
What is PMP What PMP is not PMP Value to Holder & Employer PMP Certification Process link visit http://pm.act.faa.gov
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PM Process Groups
Project Information Flow
Initiating Processes Planning Processes
Control Processes
Executing Processes
Closing Processes
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Start
PM Process Flow
Create Project Agreement/PD/SLA 1. .1. No Create the Project Plan (PMIP) 1. .2
PD/SLA OK?
Yes
No
Yes
Plan OK?
Monitor/Review Progress & Deliver Products 1. .4 Control No Deliver Final Deliverables/ 1. .4. Yes Yes Project Completed!!!
No
Deliverables Accepted?
1. .
No
Report OK?
Closing
1. .
Execution
Yes
Planning
1. .1.
Initiation
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Initiation Processes
Identify project and sponsor Appoint Project Manager Train team on
Project Management Process Project Plan (PMIP)
Planning Processes I
Identify Life Cycle approach
Evolutionary (AMS 6101, Section 2.2) Incremental Waterfall
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Planning Processes II
Get approval for Program Directive Identify quality standards - use specs, IEEE, ISO, PMBOK Organizational structure Communications - who needs, what Acquire human resources for projects
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Planning Processes IV
Risk management detail:
Identification Analysis Response Procurement
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Implementation/Execution Processes
Use the PMIP to execute project activities Assess Technical Performance to assure product acceptance Distribute project information Make purchases Develop team skills/competencies Develop a Configuration Management plan
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Performance Measurement
Variances Performance Indices
Schedule performance Index (SPI) Cost performance Index (CPI)
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50-100
Duration less than 600 hours 50% at start of activity & 50% at completion
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Elements of EV Analysis - I
Performance indices relate value of work performed to dollar spent. e.g. CPI = 0.65 means that for every dollar spent, actual value of the work performed is $0.65. Cumulative CPI used to forecast project cost at completion Cumulative SPI used to forecast project completion date
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Elements of EV Analysis - II
Cost Variance - Difference between budgeted cost an activity & actual cost of that activity
CV = EV - ACWP
Schedule Variance - Difference between scheduled completion & actual completion of an activity
SV = EV - BCWS
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Elements of EV Analysis - IV
CPI EV/Actual Cost CPI => 1.0, Project Cost performing as planned or better CPI < 1.0, Project Cost not performing as planned - needs help % Over/Under Budget = CAC - BCWS
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EV Reporting
Interpret the output of EV calculations Take corrective action as necessary Recommend corrective action as necessary
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Control Processes I
Coordinate and control changes to project
scope/requirements schedule budget
Monitor and manage product quality Measure progress and report performance
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Control Processes II
Monitor and control risks
keep track of identified risks monitor residual risks identify new risks ensure execution of risk plans assess effectiveness in reducing risk
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Closing Processes
Close out contracts Resolve any outstanding issues Document lessons learned Evaluate project Archive all project documents
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Conclusion
Defined Frequently used PM Terminologies Discussed Objectives of Adopting Project Management Principles. Discussed PM Processes, Tools & Techniques Discussed EVMS Overview Questions
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References
Project Management Institute (PMI), 2000. A Guide to the Project Management Body of Knowledge (the PMBOK Guide) Stratton R. W., 1999. Improving SPI and CPI Calculations on LOE Heavy Programs, Proceedings of the 30th Annual PMI Seminars & Symposium Fleming and Koppeman, 1996. Earned Value Project Management. Ibbs W & Reginato J., 2002. Quantifying the Value of Project Management Kerzner H, 2003. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. FAST @ http://fast.faa.gov/wbs/wbssec.htm
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