Project Execution Guide - SOFTPMO

Project Execution Guide ENTERPRISE EDITION

A Step-by-Step Guide to Executing Projects that Deliver Business Benefit

The Project Execution Guide provides a project management model and includes a comprehensive and standardized set of project management processes, templates and tools that enable a systematic and quality-based approach to realizing the effective and efficient management of projects.

Content in this book, including hypertext links and other information can change without notice. This material is copyrighted and compliance with all copyright laws is the responsibility of each and every user. “Without limiting the rights under copyright, no part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission” of MAK CON LLC. © 2011 MAK CON LLC. All rights reserved. Companies or products named herein are trademarks of their respective owners. MAK CON LLC • 330 East 39th Street • Suite 19P • New York, NY 10016 • USA

Welcome Dear Partner and Customer, Today’s organizations manage projects in very complex environments driven by regulatory changes and restructuring. Product development, outsourcing and policy implementation, post-deal integration, in addition to traditional, system development and implementation, are some of the key project initiatives organizations must deliver. In fact, it’s hard to imagine an organization that is not engaged in some type of project activity. The ability to successfully execute projects is what drives the realization of benefits and the achievement of strategies. Businesses that execute projects successfully leverage effective project management practices as a tool to drive change and achieve objectives. Given the strategic impact that projects have on a business, companies must follow effective project management processes that measure progress and risks and ensure the right projects can be delivered in alignment with organizational priorities. This Project Execution Guide aims to help Executives and their teams address key failure points in the project execution life cycle by providing process and templates to successfully manage projects. We’re here to support you through your Project Management endeavors—Good luck! Sincerely,

Michael Kaplan CEO and Founder SoftPMO™

TABLE OF

Contents

Section I: Getting Started with the Project Execution Guide ........................................................................ 5 Layout of the Guide .................................................................................................................................. 6 Graphics and symbols ............................................................................................................................... 7 Section II: Learn about the SoftPMO™ Model .............................................................................................. 9 Introduction to the Toolkit...................................................................................................................... 10 Key Value Drivers .................................................................................................................................... 12 Overview ..................................................................................................................................................... 13 Format Used................................................................................................................................................ 17 Section III: Use the Project Method to Deliver a Project ............................................................................ 21 Step 1: DEFINE PROJECT.......................................................................................................................... 22 Step 2: PLAN PROJECT............................................................................................................................. 33 Step 3: START CONTROLS........................................................................................................................ 45 Step 4: MONITOR PROJECT ..................................................................................................................... 62 Step 5: CONTROL PROJECT ..................................................................................................................... 82 Step 6: CLOSE PROJECT ......................................................................................................................... 100 Section IV: Appendices.............................................................................................................................. 108 Appendix 1 - Project People.................................................................................................................. 109 Appendix 2 - List of All Forms (Templates) ........................................................................................... 113

PROJECT EXECUTION GUIDE ● ENTERPRISE EDITION ● © 2011 MAK CON LLC. ALL RIGHTS RESERVED.

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Preface “By prevailing over all obstacles and distractions, one may unfailingly arrive at his chosen goal or destination." Christopher Columbus, Maritime Explorer This guide is dedicated to Christopher Columbus, and the countless other explorers and brave people throughout the ages, who practiced effective project management, to forge a strong relationship between exploring and business to achieve their goals.

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SECTION I: GETTING STARTED WITH THE PROJECT EXECUTION GUIDE


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How to Use THIS GUIDE This guide is designed for the first-time user of the SoftPMO™ Project Management (PM) process including the practiced Professional Project Manager (PMP®) inside any organization. The first-time user will find the ease of using a proven, well-organized, and highly structured approach, while the seasoned professional will find different approaches to getting the job done better, faster, cheaper or reach increased levels of efficiency. Each section in the Project Execution Guide is designed for simplicity and was kept as brief as possible as to enable you to apply the information fast and with ease. If additional information is needed about Project Management, or any PMBOK® Knowledge Area, please refer to the PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® - Fifth Edition) for More Information.

PMP® and PMBOK®, used throughout this document, are registered trademarks of Project Management International (PMI). Use of these terms throughout this document is for reference only, to assist professionals with finding additional knowledge resources.

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Section I: Getting Started with the Project Execution Guide


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Layout of the Guide This guide has four main parts. Section I: Introduction to the Project Execution Guide. This section presents an overview of the PM process and the role of the SoftPMO™ Framework.

Section II: Learn about the PM Model. This section prepares your project team for a successful project delivery by using SoftPMO™, and will teach you about the SoftPMO™ project management model before you start. If you require more information, please contact SoftPMO™ ([email protected]) and we will help you locate a SoftPMO™ practitioner or a local SoftPMO™ partner to provide additional guidance.

Section III: Step-by-Step through the Project Method to Deliver a Project. This section is the meat-and-potatoes of the Project Execution Guide, and presents the six steps of the SoftPMO™ project management process. It enables the project manager who’s been given a Project charter (authorization) work the project, step by step, until completion. These steps are process based and provide action-item guidance through the entire project from start to finish. Standard project management terms and processes are used, ensuring common and familiar language known throughout the project management profession. This section is organized from an instructional design point of view, and it is structured hierarchically by step, task, and activity. It also specifies, inputs, outputs, and PMBOK® references.

Section IV: Appendices. This section includes information on project templates, forms and people needed to successfully execute a project with the SoftPMO™ Framework.

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Graphics and symbols We have applied structural and graphic conventions which should simplify the work product (templates) output creation process.

 Outputs. Each step in the SoftPMO™ process is designed to be action-oriented and ends with the completion of a work product output. Completing each activity in each task results in a part of the work product output for the higher-level step to be completed.

 Icons. Four icons are used as graphic conventions to alert you to specific points: Inputs. Explicitly identifies a pre-requisite item required to create an output.

Outputs. Explicitly identifies a work product produced by completion of an activity.

Tips. Identifies notable information or hints that will help you through an activity or task with greater ease.

Risks. Indicates a serious concern to be investigated, avoided, or mitigated during the execution of the step, task, or activity.

Users of the Project Execution Guide are encouraged to provide feedback, suggestions, or ask questions as they may arise. Please provide comments to the SoftPMO™ Business team so that we can improve the next release. Send your feedback and suggestions to [email protected].


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Section II: Learn about the SoftPMO™ Model


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Introduction to the Toolkit

Figure 1: SoftPMO Project Management Model for Executing Projects

The toolkit focuses on project delivery, and is divided into the six main areas of project delivery. These steps cover all tasks necessary to deliver a completed product, from Definition to closure. The first step revolves around defining the solution and selecting the right approach. The next step uses these definitions to create the project road map for successful execution. Subsequent steps manage the project schedule and risks, track the evolution of project requirements, and ensure business readiness while executing the road map previously established. The last step closes the loop—handing off the project, measuring project success, and evaluating project team performance.

SOFTPMO™ is a comprehensive model for project management activities, applicable to stand-alone and groups of projects, as well as to programs. Throughout this document, the word “project” refers to both simple, clearly-defined projects as well as complex, interwoven and integrated projects made up of multiple project “parts” or “sub-projects.” For simplicity, the term” program” is not be used; however, it’s interchangeable with the term ”project” throughout this document.

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SECTION II: LEARN ABOUT THE SOFTPMO™ MODEL

SoftPMO Project Execution Guide is a framework that provides: 

Process: Step-By-Step Approach as described in Section 3.



Tools and Content: Financial plan in Excel, Communication plans; Status reports, etc. Deliverables: Templates, forms, records.




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Key Value Drivers "Stakeholder satisfaction, timely delivery and staying within budget top the list of measures that indicate a project’s success.” ~ PricewaterhouseCoopers

Organizations that do not have a PM methodology reported lower performing projects.

Use of PM software positively impacts project performance; however, reporting for key project elements is often generated outside of the software."

By using the SoftPMO project methodology you are likely to:         

Increase the likelihood of project success Reduce costs associated with establishing project activities and disciplines Communicate objectives, activities and progress more effectively Achieve consistent approach, tools and processes Optimize the use of resources for PM Establish clear roles and responsibilities Ensure clear accountability and commitment for key decisions and tasks Enhance alignment of project objectives with business objectives Satisfy timely and nimble ability to react to and deal with project issues

The SoftPMO Project Management Model is one of the four types of interrelated parts; the other three are the PMBOK® Knowledge Areas, the Project Management templates, and the Project Controls System. This document introduces the SoftPMO Project Management Model and contains the following sections:   

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Overview - Introduces the Project Management steps as groupings of tasks, and activities, and how they are related to the PBMOK® Knowledge Areas. Notation – Describes how the Project Management steps are documented. Method - Provides guidance on the use of the Project Management steps.

SECTION II: LEARN ABOUT THE SOFTPMO™ MODEL

Overview The SoftPMO Project Management Model is one of the four types of interrelated parts; the other three are the PMBOK® Knowledge Areas, the Project Management templates, and the Project Controls System. This document introduces the SoftPMO Project Management Model and contains the following sections:    

Overview - Introduces the Project Management steps as groupings of tasks, and activities, and how they are related to the PBMOK® Knowledge Areas. How it lines up with PMBOK® – Describes how the Project Management steps link to PMI methodology and knowledge areas. Format used – Describes how the Project Management steps are documented. Method - Provides guidance on the use of the Project Management steps.

Document Conventions Used When reference is made to a template or form in the Project Execution Guide, it starts with a capital letter and is in italics; for example, Project definition.


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Project Management Steps A Project Management step is a group of common tasks, with a series of activities designed to meet a particular goal, or project management situation.

The Project Management steps are organized into common groups as follows:      

Step1: Define Step2: Plan Setp3: Start Step4: Monitor Step 5: Control Step 6: Close

The Project Management steps are grouped together based on a common theme, pattern of behavior, or mental activity that project managers may use in typical situations, such as defining a project, or reacting to a risk. The steps are designed to be usable on their own and provide references to processes in the PMBOK® Knowledge Areas to enable easy access to more detailed information.

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OVERVIEW

The illustration below shows the relationship between the Project Management step and the PMBOK® Knowledge Area. A detailed description is attached to each Project Management step to summarize the work to be considered, or accomplished by the project manager. Note that references are provided from Project Management step, not from Project Management step to steps within a PMBOK® Knowledge Area. The steps of one Project Management step may refer to processes of multiple PMBOK® Knowledge Areas.


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Purpose SOFTPMO™ Project Management Toolkit provides both a comprehensive model and a set of tools with step-by-step instructions, enabling the implementation of a process without a substantial commitment or investment of time or resources. SOFTPMO™ Project Management Toolkit recognizes that organizations are increasingly dependent on Project Management as a specialty skill-set, which they use to satisfy corporate goals and meet business needs. This dependency requires the highest quality Project Management (PM) services. In this context, SOFTPMO™ tools have evolved parallel with business needs and user requirements, continually upgrading available configurations and resources to meet the demand. Project Management steps are provided in the Project Execution Guide to address typical scenarios that occur frequently on most projects but and are not intended to cover all project management task nor all of the material described in the PMBOK® Knowledge Areas.

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OVERVIEW

Format Used Format of Model The toolkit focuses on project delivery, and is divided into the six main areas of project delivery. These steps cover all tasks necessary to deliver a completed product, from Definition to closure. The first step revolves around defining objectives, environment, and resource requirements for project execution. The next step uses these definitions to create the project road map for successful execution. Subsequent steps manage the project schedule and risks, track the evolution of project requirements, and ensure business readiness while executing the road map previously established. The last step closes the loop—handing off the project, measuring project success, and evaluating project team performance. Each step is further subdivided into a number of component tasks. Tasks begin with a “goal” & “scenario” to clearly describe the task, its intent and objectives. Then there is a list of activities, pertinent documents, and required staff or resources to complete the task. Each task has a detailed listing of forms needed to complete it.

Project Forms A project form is a template used to document the project. Each form shows how the content of the corresponding work product might be structured. Forms may be used online, or downloaded and customized using the MS Office tools. Detailed customization guidance is contained within the forms themselves. In general, forms contain two sorts of text: 1. Standard content that may be modified as required to customize the form to the user’s need 2. Guidance how to complete the form—this text should be over-written as the form is used The SOFTPMO™ Project Management Toolkit includes plan and record forms which may easily be tailored to meet the needs of each individual project. Customization is a two-step process: 

to meet the needs of the line of business



to meet the needs of the project within the line of business

Many of the work products are evolved and iteratively developed, especially the Project definition -- you will see this in many places throughout the document.


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Project Management Step chapter Each Project Management step contains six sections: Task

Summarizes what has to be done or considered by the project manager in relationship to other steps.

Goal

Summarizes what the expected results are targeted to achieve.

Scenario

Describes the condition that triggers the Project Management step.

Templates

Provides a linked reference to the key templates (in/out) that are used by processes related to the step.

Activities

Indicates and describes at a high-level the Project Management work. Describes problem approaches represented in a way that is easily understood by the user. As such, the activities represent a simplified view of reality and must be interpreted with caution. 

The activities are not intended to suggest a formal sequence of work, such as items in a WBS or project management schedule.

The activities do not account for the fluid situations that typically occur in project management often encountered in real life. References

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FORMAT USED

A list of the PMBOK® Knowledge Area reference information is to be found for each step.

Organization of Project Forms Forms have been assigned easy reference designators (Form AA, for example) throughout the toolkit, and Appendix 2 of this document gives a comprehensive listing of these forms. Forms in the toolkit can be used in more than one task, and users that modify forms should carefully note which forms they have customized to avoid confusion.

To assist users in comparing SOFTPMO™ project forms with their existing project management methodology, each template in the toolkit is mapped to the relevant steps or knowledge areas in popular project management methodologies, including PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® - Fifth Edition). These linkages are documented throughout the application. Refer to Appendix 2 for a comprehensive list of Templates and descriptions.

Reference material Each project form contains a description and definition of the content and is a “verifiable outcome” of implementing the process. The plan and log templates are examples of how the content of the work products might be structured for use in a project.

Caveats—Supplemental Methodology This toolkit provides a project delivery model and forms used at key steps in the project delivery process, and is not intended to replace existing project management methodology. To assist users in comparing SOFTPMO™ model tasks and forms with existing project management methodology, each task in the toolkit has been mapped/linked to its corresponding knowledge areas in the PMI® A Guide to the Project Management Body of Knowledge (PMBOK® - Fifth Edition), published by Project Management Institute. These linkages are documented throughout the toolkit.


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Next Steps Familiarize yourself with the SOFTPMO™ PM Process and templates and determine which templates are needed for use on your project. For example, you may not have a contractor working on the project, so these processes and templates can be excluded. After you know which templates are best suited for your needs, begin Defining the project. Should you require technical support on this software, contact us by telephone at (917) 763-4626, or by email at support@SoftPMO™.com.

Tell Us! SOFTPMO™ welcomes your views and suggestions on our products, so that we can continually improve them. If you would like to comment on this SOFTPMO™ product, please take time to fill in our Feedback Form and tell us what you think! We appreciate the feedback, and are always striving to make our products better.

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FORMAT USED

Section III: Use the Project Method to Deliver a Project


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Step 1: DEFINE PROJECT Conceive Solution and Select the Best Project Approach

Establish knowledge about the project and plan Define activities 1.1 Define Objectives    

Understand Project charter Clarify customer needs Analyze customer expectations Create Project definition draft

Define the solution in sufficient detail to be able to select the overall approach 1.2 Define Solution    

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Create solution description Oversee producing draft Integrate draft components Analyze solution feasibility

SECTION III: USE THE PROJECT METHOD TO DELIVER A PROJECT

Develop the approach for delivering the solution 1.3 Define Approach    

Evaluate solution approach Validate solution approach Identify key steps in solution Document solution approach

Document scope, approach and project planning structure 1.4 Define Scope      

Develop project scope Define work and products Build planning structure Create organization plans Define sub-projects Finalize project definition


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Task 1.1: DEFINE OBJECTIVES

1.1 Define Objectives Goal: Gather and process information on the project in order to formulate a plan of attack. Outline the DEFINE activities.

Scenario: Clearly define the Sponsor’s business requirement and plan to solve it. The Sponsor’s expectations must be determined with respect to solution requirements. The Sponsor may not have thought about the project in terms of deliverables—expectations for these deliverables must be welldefined. It’s important to note that the Project charter is issued by the sponsor to formally authorize the existence of a project, and provides the project manager with authority to apply resources to the project. Task 1.1 (Define Objectives) does not start until there is an approved Project charter document, in whatever format the Sponsor has signed.

Activities Summary    

Interpret the relationship to the Project Charter Define the customer requirements Evaluate the customer expectations Build the Project Definition document

Template Input 

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Project charter

Template Output 

Project definition


Activity

Description

Interpret the relationship to the Project Charter

 Review the Project charter (if available) and related documentation  Ask questions to understand and well-define the business requirement and project deliverables  A good definition of requirements here will prevent scope creep later  Focus on understanding the customer. Identify all items that are considered project components (objectives, deliverables, contractors, etc.)  Project charter may need to be documented, if not already

Define the customer requirements

 Define the expected product by its tangible attributes (things that can be measured)  Ensure a common understanding of project deliverables  Document this common understanding in the charter

Evaluate the customer expectations

 Refine Project charter to align with customer expectations  Identify rigid vs. flexible components of the expectations  Create/define a top-level view of the project scope, deliverables, budget, and timeline

Build the Project Definition document

 Document agreement of requirements and project objectives  Make the Project charter a contractual agreement for all parties involved  Create a plan for completing DEFINE activities  Sponsor must document authorization to continue

PMBOK® Reference Project Integration Management | Project Scope Management | Project Quality Management


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Task 1.2: DEFINE SOLUTION

1.2 Define Solution Goal: Identify a detailed solution with enough information to build a general approach Scenario: A clear definition of the project deliverables from the previous activity is required to define an overview of the solution. Project milestones, change management, and project delivery mechanisms must be identified. Risks must be identified, documented, and addressed. The solution should be evaluated and refined with consideration for the next step, PLAN.


Formulate an overview of the solution Oversee producing of the solution description Integrate the individual solution description parts Perform a feasibility study of the proposed solution

Template Input 

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Project Definition

Template Output 

Project Definition


Activity

Description

Formulate an overview of  Create the top-level Product breakdown of the solution the solution  Define all parts of the solution to be reviewed  Identify pertinent information resources  Locate and request necessary skilled resources  Review and Refine plan work tasks Oversee production of the solution description

 Identify assets available assets to build the solution  Work within constraints of quality objectives to foster effective team communication

Integrate the individual  Refine solution to eliminate redundancies solution description parts  Close gaps to create a seamless proposal  Identify resources needed from the technical environment (Equipment, subject matter experts, etc.)  Ensure the new plan meets the customer requirements Perform a feasibility study  Identify risks of the proposed solution  Create risk triggers and mitigation plans  Ensure technical coherence  Ensure the solution can be attained within project constraints including:  Resources  Budget limits  Timeline  Create a summary description for the solution

PMBOK® Reference Project Integration Management | Project Scope Management


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Task 1.3: DEFINE APPROACH

1.3 Define Approach Goal: Further detail the planned approach to the solution Scenario: The final proposal for the solution activities is known. A clear definition of the solution pathway is available and the solution delivery process is accepted and approved through review .


Formulate a detailed pathway to the solution Affirm that the solution is both viable and feasible Identify the major steps to the solution Create a record of the solution pathway

Template Input 

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Project Definition

Template Output 

Project Definition


Activity

Description

Formulate a detailed pathway to the solution

 Map out every aspect of the solution pathway  Sequence Milestones  Identify predecessor / successor / concurrent activity relationships  Identify critical pathway(s)  Identify any potential conflicts  Have a plan to mitigate risks

Affirm that the solution is  Systematically validate the solution according to following requirements: both viable and feasible  Budget  Quality  Schedule  Scope  Alleviate resource/schedule conflicts  Mitigate risks through proper sequencing  Simplify the overall approach Identify the major steps to the solution

 Define the milestones per the project plan  Each milestone must fulfill product requirements  Ensure milestones definitions include cost and schedule  Include a decision structure to act on risk triggers

Create a record of the solution pathway

 Document the solution in the Project Definition form  Document should explicitly detail all three activities above

PMBOK® Reference Project Integration Management | Project Scope Management


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Task 1.4: DEFINE SCOPE

1.4 Define Scope Goal: Develop the Project scope including resource requirements, outcomes, planning structure, and organizational breakdown structure.

Scenario: All pertinent components of the solution are known and well-defined. This includes deliverables, expectations, sequencing, and anticipated milestone points where decisions can be made. Inputs to the next step, PLAN, can be formulated.

Activities Summary      

Formulate the project scope Identify the required work and expected work products Create the organizational breakdown structure Compose the work planning structure Identify all sub-projects Complete the project Definition

Template Input 

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Project charter

Template Output    

Project Definition Organization structure Project decision tree Work product list


Activity

Description

Formulate the project scope

 Finalize project start and end points  Finalize project expectations and deliverables  List all resource requirements for:  Organizations or entities that need to be involved  Sequence of events  Activity completions  Skill-sets needed  Clearly define stakeholders  Identify what role stakeholders, including organizational stakeholders, have in the project  Re-evaluate the scope according to assumptions and constraints  Describe outside resources that may be necessary  Describe objectives that cannot be reached with current assumptions

Identify the required work  Clearly define the deliverables in terms of: and expected work  Timeline products  Work products  Intermediate milestones  Key decision junctures  Refer to the Work Breakdown Structure to list work products  Create the Work Product List Create the organizational breakdown structure

 List the organizational units  List organizational interdependencies  List sub-projects by organization  Create the Project Decision Tree

Compose the work planning package (or use “structure” instead here)

 Using the identified work content and resource requirements:  Produce an estimate of expenditures  Document timeline for milestone completion

Identify all sub-projects

 Arrange work content into sub-projects according to hierarchy  Outline an overview of the Project Definition

 Identify sub-projects’:  Projected timeline PROJECT EXECUTION GUIDE ● ENTERPRISE EDITION ● © 2011 MAK CON LLC. ALL RIGHTS RESERVED.

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Activity

Description  Key objective  Identify scope of each sub-project

Complete the project Definition

 Edit, summarize, and finalize the Project Definition  Collect all information needed to present to Sponsor to obtain start approval for the Project Plan  Document Sponsor’s authorization to proceed

PMBOK® Reference Project Integration Management | Project Scope Management | Project Human Resource | Management | Project Procurement Management

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Step 2: PLAN PROJECT Relevant Methodologies

Build, Integrate and Agree to Baseline Plan

Build work plans for project organizational units 2.1 Plan Work      

Define quality objectives Create product breakdown Create work breakdown Create team structure Estimate resources Create project plans

Identify and select suppliers; prepare Contracts for signing 2.2 Plan Contracts   

Identify candidate suppliers Select supplier Finalize supplier contract


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Reconcile work plans built in parallel by multiple project teams 2.3 Plan Integration   

Complete project plans Reconcile project plans Identify and resolve conflicts

Define controls and collect support data to launch Monitoring and Controlling 2.4 Plan Completion      

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Develop controls system Create risk and other plan Update work plans Consolidate financial data Prepare and review agreements Close planning activities


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Task 2.1: PLAN WORK

2.1 Plan Work Goal: Define project activity plans for each organizational unit, and the products each will produce Scenario: The planning process has been can be completed. Completion depends on a defined schedule, known resource requirements, and subcontract requirements for the organizational units. This activity may be iterated more than once, depending on the number of organizational units involved.


Define the work breakdown structure Create the product breakdown structure Outline the quality objectives Estimate necessary resources Build the team structures Document the project plans

Template Input   

Project Definition Organization structure Work product list

Template Output        

Organization structure Work product list Deliverable definition Human resource plan Product breakdown Project schedule Risk definition Work breakdown


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Activity

Description

Outline the quality objectives

 Identify the quality standards required by the Project scope  Determine how to measure the product to meet the quality standard  For example, measure in inches, pounds, watts, ohms resistance, etc.  Include input from each work product to be delivered  Organize inputs by organizational unit

Create the product breakdown structure

 Make a list of all of the products to be delivered  Each sub-level should better detail the components and respective subcomponent parts for each product  Identify sourcing to supply product components  Note components whose sources already exist within the organization, either through established work processes or supply chains  Note sourcing risks

Define the work breakdown structure

 Assign work units to each component required to complete product as identified in the previous activity  Note any interdependencies necessary to complete the deliverables  Note interdependency risks

Build the team structures

 Assign personnel resources to component-tasks outlined in previous activity  Consider training required to fill any skill-set gaps  Create the team structure for the organizational unit(s)  Note HR risks

Estimate necessary resources

 Estimate costs and revenues by time frame(s)  Use historical financial data as a guideline  Validate estimates with subject matter experts identified on each team (previous activity)  Note estimating assumptions and risks

Document the project plans

 Integrate previous activities’ deliverables according to the project scope  Document peripheral components of the program  Create the Project Management schedule

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PMBOK® Reference Project Integration Management | Project Scope Management | Project Time Management | Project Cost Management | Project Quality Management | Project Human Resource Management | Project Risk Management | Project Procurement Management


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2

Task 2.2: PLAN CONTRACTS

2.2 Plan Contracts Goal: Prepare and execute contracts with suppliers by compiling and selecting possible providers and negotiating terms amenable to all parties

Scenario: Most projects utilize subcontractors and suppliers and in doing so must follow legal and protocol guidelines as defined by the governing Organizational Unit. The ensuing contracts that are developed are created or revised uniquely to each situation. Compliance to all organizational/company policies is imperative.

Activities Summary   

Compile lists of and compare possible suppliers Select the appropriate supplier Maximize and execute the supplier contract

Template Input  

Template Output

Project Definition Organization structure

 

Contracts Supplier selection report

Activity

Description

Compile lists of and compare possible suppliers

 According to project requirements, create a process to evaluate suppliers  Review identified suppliers using formal Requests For Information (RFI) documents

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Activity

Description  Condense the list down to the most promising candidates

Select the appropriate supplier

 Send Request For Proposal (RFP) forms to the leading candidates  When reviewing proposals, consider both VALUE and COST  Cost is the expenditure  Value is comparison cost to expected benefits, including risk  For example, should you rent Thing 1 every month for $100, or buy it for $1,000  Pick the best offer based on the Supplier Evaluation Process  Generate a Supplier Selection Report for review by the Sponsor

Maximize and execute the  Using inputs from previous activity, negotiate the best contract possible supplier contract  Seek win-win to produce an mutually beneficial proposal  Do not accept a proposal that exceeds the limits of the project (cost, time, etc.) without first obtaining Sponsor authorization  Execute the contract

PMBOK® Reference Project Integration Management | Project Procurement Management


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2

Task 2.3: PLAN INTEGRATION

2.4 Plan Integration Goal: Find overlap among the multiple work plans and streamline them into a cohesive, coordinated endeavor

Scenario: As Plans and sub-Contracts are created, they can be adjusted to address overlap, risk, and interdependencies to align them for maximum efficiency and effectiveness, while minimizing risk and cost.

Activities Summary   

Draft individual work plans Coordinate and integrate work plans Reconcile to avoid conflicts and inconsistencies

Template Input 

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Project Definition

Template Output   

Project Definition Project schedule Communications plan


Activity

Description

Draft individual work plans

 List tasks, work products, deliverables, team members and suppliers required to complete the Project  Develop work plans for the organizational units  Outline interdependencies and component-work relationships

Coordinate and integrate work plans

 Compile the work plans into a master document  Draft the Communications plan for the organizational units  Progress  Related plans  Schedules  Risk triggers and mitigation  Approved changes to affected parties  Ensure the plan communicates enough information to stakeholders to enable decision-makers to adjust to change, without overwhelming unaffected project members with information they do not need/want

Reconcile to avoid conflicts and inconsistencies

 Adjust plans to account for  Interdependencies  Shared resources  Availabilities  Miscellaneous factors  Redefine assignments as needed to capitalize on synergies

PMBOK® Reference Project Integration Management | Project Time Management


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Task 2.4: PLAN COMPLETION

2.4 Plan Completion Goal: Outline, develop, and propose the Project Controls System to create a comprehensive Project Management Plan and a viable Sponsor Agreement Management system.

Scenario: Once plans have been defined, the Project Controls System can be developed for the Project within the legal, financial and protocol guidelines of the governing Organizational Unit(s).


42

Develop the Project Controls System Create Risk Management and other Project Plans Revise work plans to correspond with current plans Summarize and present financial data Create and execute documentation for Sponsor approval Close the planning activities


2

Template Input        

Template Output

Project Definition Organization structure Project decisions Deliverable definition Human resource plan Project schedule Risk definition Communications plan

        

Project decisions Contract Financial plan Risk plan Project procedures Project quality plan Controls summary Communications plan Technical assessment

Activity

Description

Develop the Project Controls System

 Identify methods to verify control of project processes and assets  Define organizational structures, communication methods, work flow organization and performance measurement techniques/metrics  Define and outline analysis tools to be used to monitor and control project performance according to the baseline project plan

Create Risk Management and other Project Plans

 Define how risks will be identified (risk triggers)  Plan how to mitigate risk using contingency plans  Detail risk plans according to probability of occurrence, exposure to risk, operational needs, and effect on operations if the risk occurs  Events that are improbable or which minimally affect operations might not require extensive planning  Develop the Human Resource, Technical Environment, Communications Management, Quality Management, Deliverables Management, Education, Financial  Account for gaps in risk response, and develop responses as required

Revise work plans to correspond with current plans

 Review and revise project work plans to coordinate them with business plans external to the project  Maintain common goals according to the Project Charter


43

Activity

Description

Summarize and present financial data

 Using the Financial plan, prepare financial estimates summarizing estimated costs  Provide both expected and extended budget data based on possible price variations obtained from subject matter experts  Set aside a management reserve to account for unexpected events  Ensure budgetary constraints of the Project Plan/Charter are met

Create and execute documentation for Sponsor approval

 Submit formal documentation for approval of the Project Plan in the form of an Executive Summary  Include requisitions for resources and supplies  Prepare a contract with the Sponsor to document approval of the Plan

Close the planning activities

 Execute the contract with the Sponsor  Maintain all documentation in accordance with organizational procedures  Project Manager should have access to all project and sub-project documentation  Define the Project Decision Structure and identify the management representatives

PMBOK® Reference Project Integration Management | Project Scope Management | Project Time Management | Project Cost Management | Project Quality Management | Project Human Resource Management | Project Communication Management | Project Risk Management | Project Procurement Management

44


Step 3: START CONTROLS Enable the Project Management System to Function

Enable the project to start 3.1 Start Phase    

Understand Project charter Clarify customer needs Analyze customer expectations Create Project definition draft

Start the project controls system and ensure it is ready to function 3.2 Start Controls       

Enable quality system Review and update work plans Enable contractor controls Enable team to use controls Enable project procedures Project start-up review Finalize controls system


45

Activate plans and allow activities to be assigned and progress to be tracked 3.3 Start Work       

Enable quality system Review and update work plans Enable contractor controls Enable team to use controls Enable project procedures Project start-up review Finalize controls system

Ensure that the technical environment is ready to operate 3.4 Start Systems      

Ensure plan consistency Schedule environment build-out Develop technical environment Oversee pilot implementation Identify opportunities and threats Oversee environment setup

Ensure that the staff is prepared to do productive work 3.5 Start Staff     

46

Prepare orientation material Orient project staff Allocate office and materiel Assign work packages Validate successful assimilation


Fulfill obligations defined in Contracts so productive work can start 3.6 Start Contracts     

Prepare orientation material Orient contract staff Allocate office and materiel Assign work packages Validate successful assimilation


47

3

Task 3.1: START PHASE

3.1 Start Phase Goal: Begin the project and engage the necessary resources Scenario: Project has been planned and authorized. Initial Project team members, as well as needed resources, are allocated and ready to begin. This step will lead to the startup of subsequent phases.


Interpret the Definition, Contract, and Plans Review the plan Assemble and engage human resources Engage the technical environment

Template Input    

48

Project Definition Project schedule Contract Controls summary


Controls summary Operational schedule Action form


Activity

Description

Interpret the Definition Contract and Plans

 Review outputs of the project DEFINE step.  Understand the expectations and concerns of the Sponsor

Review the plan

 Create a list of documents necessary to start the project  Previously completed forms define the pre-requisites that must be in place before the START step commences  Review goals and expected products of the project plan and plan how to START the project  Engage peripheral activities as required

Assemble and engage human resources

 Requisition, prepare, and engage necessary personnel associated with the project

Engage the technical environment

 Requisition necessary technical equipment required for the project  Ensure storage and/or usage space is allocated along with the equipment

PMBOK® Reference Project Integration Management | Project Time Management | Project Human Resource | Management | Project Procurement Management


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Task 3.2: START CONTROLS

3.2 Start Controls Goal: This step begins the use and monitors the operation of the Project Controls System. Scenario: Previous Project work has developed a Project Controls System with associated Plans – Quality Plan, Risk Plan, and others. This task iterates concurrently with implementation of the Project MONITOR and CONTROL steps. All components will be reviewed and adjusted as required to enable the system to drive the Project to completion.

NOTE: This is an iterative process, and iterations are governed by the Change Control Process. Each iteration will follow the activities below. Terminology, such as “finalize” indicates the end of an iteration, but should not be interpreted to mean that changes cannot or should not be made.

Activities Summary        

50

Reconcile operation of quality system Revise project quality plan Analyze and revise work plans Engage contractor controls Engage team-based controls Build project procedures description Review and assess Project activation phase Finalize project controls system


3

Template Input   


Project procedures Project quality plan Controls summary

Project procedures Project quality plan Controls summary

Activity

Description

Reconcile operation of quality system

 Utilize the change management system to document modifications needed to the quality system during the course of the project

Revise project quality plan

 Modify the quality plan as necessary to address changes  Re-define quality expectations, resources and activities to sustain customer satisfaction  Address associated activities as required, for example, training

Analyze and revise work plans

 Incorporate changes to the quality plan into individual work plans  Follow the guidelines of the project controls system  Follow communications plan requirements to disseminate changes to stakeholders

Engage contractor controls

 The project controls system should align with contractor quality guidelines  Review/revise the quality plan to ensure this requirement is met

Engage team-based controls

 Ensure team members understand and use control methods empowered to them by the management/controls system

Build project procedures description

 Compile descriptions of technical work procedures  Standardize procedures where possible  Record the documents in the Project Controls Summary

Review and assess Project  Perform a quality review of the START step activation phase  Share the results with stakeholders per the Communication Plan


51

Finalize project controls system

 Review, revise and finalize the Project Controls System documents  Identify key metrics and resources important to the smooth operation of the Project Management or Controls System  Ensure assets are available and activated  Ensure the project controls system runs in accordance with organizational guidelines  Measure it against the organizational policies and procedures

PMBOK® Reference Project Integration Management | Project Time Management | Project Quality Management | Project Human Resource Management | Project Communication Management | Project Procurement Management

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Task 3.3: START WORK

3

3.3 Start Work Goal: Start operations; assign activities, track activities and overall progress. Scenario: Previous Project work has developed work plans, Management and Operational Schedules, and their related Quality and Risk plans. These Plans and Schedules are finalized in detail and implemented. The tracking process is defined to monitor and record progress.

Activities Summary         

Identify any new modifications of work plans Refine product breakdown Refine work breakdown Refine project management schedule Formulate operational schedule Finalize managing/operating schedules Revise quality plan Revise risk plan Revise other pertinent plans


53

Template Input      

Template Output      

Work product list Deliverable form Product breakdown Project schedule Work breakdown Financial plan

Work product list Product breakdown Project schedule Work breakdown Financial plan Operational schedule

Activity

Description

Identify any new modifications of work plans

 If changes to the work plans have occurred, identify the modifications and use the Change Management process through Change request form

Refine product breakdown structure (PBS)

 Detail approved modifications to the product using the Product Breakdown Structure  Detail approved modifications to the product according to each organizational unit

Refine work breakdown structure (WBS)

 Detail approved modifications to the work activities using the Work Breakdown Structure  Coordinate with organizational units to implement changes to the WBS  Compare and integrate the PBS and WBS and record into the Work Product List

Refine project management schedule

 Modify the Project Management Schedule to incorporate the above changes

Formulate operational schedule

 Create the Operational schedule and detail it to each team-member for the duration of the project

Finalize managing/operating schedules

 Reconcile, integrate and resolve conflicts between each unit’s PBS, WBS and Operational schedule  Reconcile, integrate and resolve conflicts between each unit’s PBS, WBS and the Project budget  If key elements need to be changed, address this according to the formal Management Plan through Change requests

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Activity

Description  Inform stakeholders of changes using the Communication Plan

Revise quality plan

 If warranted, incorporate the changes into the Project quality plan

Revise risk plan

 If the changes affect identified risks, modify the Risk Management Plan  Update the Risk Management Plan to incorporate new contingency plans and risk mitigation strategies, if required

Revise other pertinent plans

 Review all other plans that changes may have affected  Update plans as necessary  Obtain additional project resources if needed in the revised plans. For example, ensure that team members shown in an updated Human Resource Plan are identified and assigned  Ensure all project plans align for seamless execution

PMBOK® Reference Project Integration Management | Project Time Management | Project Cost Management | Project Risk Management | Project Procurement Management


55

3

Task 3.4: START SYSTEMS

3.4 Start Systems Goal: Prepare the Technical Environment for implementation Scenario: The Technical Environment consists of tools ranging from office equipment to shared manufacturing machinery. It includes all physical resources except personnel. As the project begins operations (execution), the Technical environment should be fully defined, resources scheduled and allocated, and implementation should be planned. The Technical Environment is integrated into the execution operations of the project.


Review plan for alignment with Project schedule, etc. Schedule environment plan activation Implement technical environment Manage and audit initial plan activation Reveal any risks or possible improvements Officially release the environment


56

Project schedule Risk definition Risk plan Communications plan

Template Output    

Asset inventory Change request Risk definition Risk plan


Activity

Description

Review plan for alignment  Review and then align the Technical Environment Schedule with the with Project schedule, Project Management Schedule and other relative documents. etc. Schedule technical environment plan activation

 Revise the Technical Environment Schedule in preparation for plan execution  Ensure the Technical Environment Schedule aligns with Project Schedule

Implement technical environment

 Allocate technical assets to implement the Technical Environment Schedule  Ensure physical controls are in place to mitigate risk of loss

Manage and audit initial plan activation

 Ensure activation follows the Technical Environment Schedule  Ensure that the environment created will support the Project as intended

Reveal any risks or possible improvements

 Review the initial activities for risk  Determine if risks require modification to the Risk Definition or the Risk Plan  Identify opportunities to improve  Submit update changes through Change Request

Officially release the environment

 Communicate technical environment release to the Project Team and stakeholders per the Communications plan  Ensure environment assets are globally accessible to team

PMBOK® Reference Project Integration Management | Project Time Management


57

3

Task 3.5: START STAFF

3.5 Start Staff Goal: Ready project team to perform WBS tasks and create products Scenario: Project staff must be trained and available for each phase of the Project. Ensure training is provided, correct skill sets are in place, and that appropriate resources are available to accomplish the goals. This is an iterative task that will apply throughout the project, and is performed concurrently with MONITOR and CONTROL steps.

Activities Summary     

Produce media and schedule meetings for member orientation Execute member orientation Prepare facilities and equipment Distribute individual work packages Assess and verify work productivity


58

Technical plan Project schedule Controls summary Operational schedule

Template Output  

Operational schedule Team charter


Activity

Description

Produce media and schedule meetings for member orientation

 Prepare documents, memos, presentations, and other documentation  Determine how best to orient the team members to the project  If feasible, consider a “kickoff” meeting with entire project team

Execute member orientation

 Hold the meetings and present material to members as planned above  Additional training sessions may be necessary  For each meeting or training session, include only members to whom the training/meeting applies—this will improve momentum and morale  Consolidate team member inputs to incorporate into Team Charter

Prepare facilities and equipment

 Ensure that all work locations and equipment are procured and available to the assigned members (reference task 3.4)

Distribute individual work  Assign work per the WBS packages  Ensure team members understand their roles and expectations per the Project Management Plan and Schedule Assess and verify work productivity

 Ensure work package and activities outputs adhere to baseline schedule  Refer to Risk Plan if risk triggers are encountered

PMBOK® Reference Project Integration Management | Project Time Management | Project Human Resource | Project Communication Management | Project Procurement Management


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Task 3.6: START CONTRACTS

3.6 Start Contracts Goal: Successfully fulfill obligations defined in Contracts to ensure that work is productive Scenario: Sub-Contractors are assigned various components of the project. During the DEFINE and PLAN steps, Contracts were developed to define the roles and expectations. Now the Contracts are activated and progress monitored to ensure that expectations and contract requirements are met.

Activities Summary     

Produce media and schedule meetings for contractor orientation Execute contractor orientation Define Work and Quality Plans Provide resource requirements Assess contractor productivity

Template Input  

60

Project schedule Contract

Template Output 

Quality review


3

Activity

Description

Produce media and schedule meetings for contractor orientation

 Prepare documents, memos, presentations, and other documentation  Determine how best to orient the team members to the project  If feasible, consider including contractors (or selected contractor representatives) to a “kickoff” meeting with entire project team

Execute contractor orientation

 Hold the meetings and present material to contractor as planned above.  The invitees should be selected from available contractor reporting structure, typically management-level or liaison associates  Sometimes contractors are embedded into a team—these personnel should be included to the maximum extent possible with organic team functions as described in task 3.5

Define Work and Quality Plans

 Develop the contractor work and quality plans as subparts of the Project Quality and Management plans.

Provide resource requirements

 Ensure offices, equipment, and other resources are available to the contractor associates, according to contracts and project requirements

Assess contractor capabilities

 Check that the contractor is capable and prepared to perform work  Ensure contractor is prepared to meet quality and schedule requirements

PMBOK® Reference Project Integration Management | Project Communication Management


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Section IV: Appendices

108

SECTION IV: APPENDICES

Appendix 1 - Project People Human resources available or associated with Project Management

IT-Business Liaison The IT-Business Liaison is an executive internal consultant assigned as a go-between to streamline work and communications for the IT and business-related departments. Generally reports to the VP in charge of IT.

Business Sponsor The Business Sponsor is a Head or VP-level of an operational unit who acts as the “Customer” of the Project. The Sponsor and Sponsor staff communicate directly with the Project Manager throughout the timeline and phases of the project, discussing updates and reviewing progress. The Sponsor also contributes the Project funding and gives final approval for all project-related approval and change.

Communications Coordinator The Communications Coordinator is a mid-level Project staff position and can report to various upperlevel executives. The CC is assigned to each Project and oversees all communications between Project staff and entities including the customer and contractors. All communications activities are coordinated, monitored and reviewed in order to ensure that accuracy, timeliness, and effectiveness are maintained.

Financial Analyst The Financial Analyst (FA) is resourced from the Finance Department of an Organizational division. The roles of this person are diverse yet revolve around the monetary aspects of completing a Project. This role provides analytical support for complex budget, financial, or resource analysis for projects; works with operational project managers and other financial managers on reports. The FA Prepares, reviews, and approves financial data and transactions using provided tools, generates, modifies, and conceives of new financial or other resource reports, works with project managers and financial managers to create data in various systems in order to conduct project transactions and reporting, and documents and communicates procedures for financial activities.

Infrastructure Administrator /Network Administrator The Infrastructure Administrator (also part time Network Administrator) identifies, deploys, delivers, configures, maintains and monitors the physical and informational technical structure of the Project. This includes all human, technical, and active network entities. PROJECT EXECUTION GUIDE ● ENTERPRISE EDITION ● © 2011 MAK CON LLC. ALL RIGHTS RESERVED.

109

IT Project Leader The IT Project Leader designs, develops, manages, and oversees all IT and related peripheral equipment and subprojects in support if the overall Project goals. This position is also responsible for the inventory and operational status as well as functioning of all IT assets assigned to the project.

Organizational Unit A subset of the business which may be assigned a project or subset tasks and activities of a project. For example, in a functionally-organized business, Human Resources might be considered an organizational unit. It operates semi-autonomously from other parts of the business structure.

PMO Manager The role of the Program Management Office (PMO) Manager is to provide leadership and organization to support program planning, governance and project management. The PMO manager ensures that all projects adhere to the best practices and standard approaches for program and project management. The PMO manages change and promotes the continuous improvement of project management related processes. The PMO also may guide project stakeholders in defining the project scope and ensuring the effective utilization of resources.

Project Analyst The Project Analyst coordinates data and information and prepares internal and external reports for various project groups. A project analyst be diligent and monitor all programs created by Project management. The role evaluates and determines the efficiency of ongoing projects parts. A project analyst can also be a project manager or project specialist.

Project Implementer The Project Implementer (PI) manages resources, time, money, and the scope of a Project in terms of engaging the necessary elements to produce a functioning Project system of resources. The PI can overlap multiple Management disciplines such as the PMO, Communications, Facilities Management, Planning, HR and Training, IT support, and others as necessary to accomplish complete readiness and engagement of Project assets.

110


Project Manager The Project manager is responsible for the planning, execution, and closing of a project. The Project Manager of “Program Manager” ensures the Project adheres to the guidelines of the customer contract, provides Project leadership, and oversees the Project parts and efforts.

Project Planner The Project Planner oversees the scheduling and allocation of resources necessary to develop and execute the Project plans according to the Project Scope. The Planning Framework is generally created by this role.

Project Quality Manager The Project Quality Manager ([P]QM) is responsible for ensuring the overall quality and standards across the Project, subprojects, and (as allowed) within the subcontractors’ organizations as they overlap the Project; all as defined in the Project Charter documentation. The PQM utilizes the Quality Management process which includes all of the Quality tools. The PQM will usually have a team of Quality Analysts and will manage the Quality control efforts of all Project entities as well as acting as communication liaison to PM, the customer, subcontractors, and other parties. The PQM will monitor, analyze, review, report, document and oversee the Project quality in accordance with the Charter, Scope, and Goals of the Project.

Sponsor The Sponsor, sometimes known as the Project Sponsor, is the person or position that is paying for the project. This is the stakeholder who is most interested in the success of the project, and who has authority to both Define and terminate the project in any given phase.

Steering Committee The Steering Committee is a multidisciplinary group composed of business executives from the Sponsor department, directors, and other senior management, usually including the CIO. This entity will review and approve the Project, scope, budget, schedule, major changes, assist in resolving major issues, assist in resolving resource issues, participate in vendor selection, and assess any extraordinary items. The committee should meet at regular intervals throughout the Project.


111

Other terms used to describe this Role:  Project Review Board  IT Governance Committee  IT Committee

112


Appendix 2 - List of All Forms (Templates) ID

Project Forms

A

Project Charter

Output of Task(s)

Input of Task(s) 1.1 Define Objectives

The Project Charter gives the project manager authorization to work the project. It may be as simple as an email or as complex as a formal contract. PMBOK® Reference: Project Integration Management B

1.1 Define Objectives 1.2 Define Solution The Project Definition Template defines the scope 1.3 Define Approach of the project. These limitations guide what 1.4 Define Scope deliverables will be completed. 2.3 Plan Integration Project Definition (OR Project SCOPE)

PMBOK® Reference: Project Scope Management

C

Organization breakdown structure (OBS)

1.4 Define Scope 2.1 Plan Work

2.1 Plan Work 2.2 Plan Contracts 2.4 Plan Completion

1.4 Define Scope 2.4 Plan Completion

2.4 Plan Completion

The OBS outlines each organizational unit’s responsibilities toward completing the project. Responsibilities include:  

1.2 Define Solution 1.3 Define Approach 1.4 Define Scope 2.1 Plan Work 2.2 Plan Contracts 2.4 Plan Completion 3.1 Start Phase

Completing one or more sub-projects Managing one or more other project organizational units

PMBOK® Reference: Project Human Resource Management D

Project decision tree This template provides a record of how decisions were made throughout the project. PMBOK® Reference: Project Human Resource Management


113

ID

Project Forms

Output of Task(s)

Input of Task(s)

E

Work product list

1.4 Define Scope 2.1 Plan Work 3.3 Start Work

2.1 Plan Work 3.3 Start Work

2.1 Plan Work 5.6 Control Scope

2.4 Plan Completion 3.3 Start Work 4.7 Monitor Defects 5.6 Control Scope

2.1 Plan Work

2.4 Plan Completion 6.1 Close Staff


3.3 Start Work

2.1 Plan Work 2.3 Plan Integration 3.3 Start Work 5.1 Control Progress

2.3 Plan Integration 2.4 Plan Completion 3.1 Start Phase 3.3 Start Work 3.4 Start Systems 3.5 Start Staff 3.6 Start Contracts 4.5 Monitor Changes 4.6 Monitor Risks 5.1 Control Progress

A listing of all the work scheduled to be completed during a project, and a description of the proposed work. The Work Products are created for and used by the project. PMBOK® Reference: Project Scope Management F

Deliverable definition Describes deliverables, their components, delivery conditions, and acceptance criteria. PMBOK® Reference: Project Scope Management

G

Human resource plan Lists number of people, HR category, and schedule for personnel assigned to the project. It is details roles and responsibilities, facilities required by personnel, team development, training sessions and other team-related activities. PMBOK® Reference: Project Human Resource Management

H

Product breakdown structure (PBS) A description of work products, by heirarchy of components and constituent parts. PMBOK® Reference: Project Scope Management

I

Project management schedule The timeline for the project. Defines organizational unit milestones, start and finish dates, interdependencies between organizational units, and which unit is responsible for which work products. Presented in a phased task and activities format. Encompasses entire scope of the project. PMBOK® Reference: Project Time Management

114


ID

Project Forms

Output of Task(s)

Input of Task(s) 5.7 Control Status 6.1 Close Staff

J

Risk definition

2.1 Plan Work 5.5 Control Risks

2.4 Plan Completion 5.5 Control Risks


3.3 Start Work

2.2 Plan Contracts 2.4 Plan Completion

3.1 Start Phase 3.6 Start Contracts 4.4 Monitor Incidents 6.2 Close Contracts

Describes risks associated with the project. Usually presented with probability of occurance, qualitative description, and quantitative prediction of outcomes if triggered. PMBOK® Reference: Project Risk Management K

Milestone list Contains a sequenced summary of main events (key milestones) planned throughout a project. Milestones provide an easy way to break the project down to sub-component parts, making it more manageable. PMBOK® Reference: Project Time Management

L

Work breakdown structure (WBS) Describes work to be completed, by heirarchy, from the level of an individual worker’s daily task to the team level work products to the project level milestones.

PMBOK® Reference: Project Scope Management M

Contract A contract is a mutually binding agreement between parties to provide goods, services, or results in exchange for some form of payment. There may be more than two parties involved to a Contract. PMBOK® Reference: Project Procurement Management


115

ID

Project Forms

Output of Task(s)

N

Supplier selection report

2.2 Plan Contracts

Input of Task(s)

Details how suppliers were selected. Includes selection criteria and results of selection process. PMBOK® Reference: Project Procurement Management O

Financial plan Contains tables showing the estimated and budgeted amounts for project expenditures and revenues separated into expenditure type and accounting timeline.

2.4 Plan Completion 3.3 Start Work 5.4 Control Financials

3.3 Start Work 5.4 Control Financials

2.4 Plan Completion 5.5 Control Risks

4.6 Monitor Risks 5.5 Control Risks

2.4 Plan Completion 3.2 Start Controls

3.2 Start Controls 5.3 Control Contracts

PMBOK® Reference: Project Cost Management P

Risk management plan A compilation of the project mitigation, contingency and related reserve plans for handling threats identified in the Risk definition template. Each individual plan addresses a single risk or a class of risks. Because a single risk or a class of risks can have more than one planned response (e.g., a risk can be addressed by both a mitigation and a contingency plan), there is one risk response plan (entry) in the Risk management plan for each planned response for each identified risk or a class of risks. PMBOK® Reference: Project Risk Management

Q

Project procedures description Describes procedures followed to complete the project work, either directly or points to where the procedures are found.

116


ID

Project Forms

Output of Task(s)

Input of Task(s)

R

Project quality plan

2.4 Plan Completion 3.2 Start Controls

3.2 Start Controls 5.3 Control Contracts

2.4 Plan Completion

3.4 Start Systems

2.4 Plan Completion 3.1 Start Phase 3.2 Start Controls

3.1 Start Phase 3.2 Start Controls 3.5 Start Staff 5.3 Control Contracts

2.4 Plan Completion

5.7 Control Status

Describes how the project team will ensure that all deliverables or work products will meet the required quality standards. PMBOK® Reference: Project Quality Management S

Technical environment plan Describes the technical environment structure and how to implement it, including timelines. PMBOK® Reference: Project Integration Management

T

Project management system summary Describes plans and procedures that are used to manage the project. Also contains records of plan implementation and execution of procedures. It serves as a summary of the management methods and proof that they were followed.

PMBOK® Reference: Project Quality Management U

Communications management plan Describes how communications will occur throughout the project, including who is involved (stakeholders), what content is to be presented, what medium will be used (meeting or e-mail, for example), how often it will be communicated, and when it will be communicated. PMBOK® Reference: Project Communications Management


117

ID

Project Forms

Output of Task(s)

V

Technical environment assessment

2.4 Plan Completion

Input of Task(s)

Assesses the effectiveness of the technical environment and identifies means of enhancement or improvement. PMBOK® Reference: Project Integration Management W

Operational schedule A breakdown of the work by organizational unit into a timeline detailing the work packages and corresponding work items. Details individuals responsible for the work and resources required. PMBOK® Reference: Project Time Management

X

Contact list

3.1 Start Phase 3.3 Start Work 3.5 Start Staff 4.2 Monitor Actions 4.6 Monitor Risks 5.1 Control Progress 5.2 Control Estimates 5.6 Control Scope 6.1 Close Staff Acquire Staff

A directory of how to contact various project resources and personnel. May include telephone, email, and address information. PMBOK® Reference: Project Human Resource Management Y

Staff list

Acquire Staff

Basic personnel data for assigned members of the project team. PMBOK® Reference: Project Human Resource Management Z

Staff schedule Detailed availability information for assigned project personnel. PMBOK® Reference: Project Human Resource

118


Acquire Staff 6.1 Close Staff

3.5 Start Staff 4.2 Monitor Actions 4.5 Monitor Change 5.1 Control Progress 5.2 Control Estimates 5.6 Control Scope 5.7 Control Status 6.1 Close Staff

ID

Project Forms

Output of Task(s)

Input of Task(s)

Management 3.1 Start Phase 4.2 Monitor Actions 4.2 Monitor Actions 5.7 Control Status Tracks unplanned work and is tracked by the 4.3 Monitor Situations project manager. Includes actions, who is assigned 4.6 Monitor Risks to the action, due date, and current status. 4.7 Monitor Defects 5.2 Control Estimates PMBOK® Reference: Project Integration 5.3 Control Contracts Management 5.4 Control Financials

AA

Action control document

BB

Asset inventory A list of all physical resources assigned to the project, and who they are assigned to.

3.4 Start Systems 6.1 Close Staff 6.3 Close Project

6.1 Close Staff 6.3 Close Project

PMBOK® Reference: Project Procurement Management CC

Team charter

3.5 Start Staff

Defines operational guidelines team will follow. Presented to the project team at commencement of project, usually at the “kickoff” meeting. Also presented to new members as they join the team. PMBOK® Reference: Project Integration Management DD

Project status report

5.7 Control Status 6.3 Close Project

5.5 Control Risks 6.3 Close Project

Statuses the project as detailed in the communication plan. PMBOK® Reference: Project Communications Management EE

Individual status report

5.1 Control Progress

Periodically statuses an individual’s project contributions, as required by the Communication plan. PMBOK® Reference: Project Communications PROJECT EXECUTION GUIDE ● ENTERPRISE EDITION ● © 2011 MAK CON LLC. ALL RIGHTS RESERVED.

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ID

Project Forms

Output of Task(s)

Input of Task(s)

Management

FF

5.1 Control Progress 6.2 Close Contracts

Contractor status report Periodically statuses an contractor’s project contributions, as required by the Communication plan. PMBOK® Reference: Project Communications Management

GG

Change request form Provides information necessary for the control board to handle unforeseen changes to the projects. It includes a description of the reasons for the change, how it will affect the project, and how it will be implemented and monitored.

4.1 Monitor Issues 4.7 Monitor Defects 5.2 Control Estimates 5.3 Control Contracts 5.7 Control Status

PMBOK® Reference: Project Integration Management HH

Quality review documentation

3.6 Start Contracts 5.3 Control Contracts

Collects data used to prepare, perform, and audit a quality review. May also apply to a business or management review, and contains information required to follow-up on results. PMBOK® Reference: Project Quality Management II

Meeting documentation Collects information to organize a meeting and record the results of a meeting. PMBOK® Reference: Project Communications Management

120


Communications Meeting

4.5 Monitor Change 5.7 Control Status

ID

Project Forms

JJ

Expenditure log

Output of Task(s)

Input of Task(s) 5.4 Control Financials

Records all expenditures of the project. Entries include expenditure type, amount, date, authorized agent, reference to budget items, and approval authentication (if required). PMBOK® Reference: Project Cost Management KK

Issue document Lists issues (concerns) as they occur throughout the project.

PMBOK® Reference: Project Integration Management

LL

3.6 Start Contracts 4.1 Monitor Issues 4.5 Monitor Changes 4.6 Monitor Risks 4.7 Monitor Defects 5.3 Control Contracts 5.4 Control Financials 5.5 Control Risks 5.6 Control Scope

4.1 Monitor Issues 4.3 Monitor Situations 5.7 Control Status

4.3 Monitor Situations 4.4 Monitor Incidents 5.5 Control Risks

Event log Notable events and constraints requiring later reference or analysis. PMBOK® Reference: Project Communications Management

MM Compliance incident document

5.7 Control Status

Documents events in which a Sponsor or supplier is not meeting an obligation under the Agreement, excluding defects. Identifies all the compliance incidents, their owners, the Sponsors or suppliers involved, and their individual status. PMBOK® Reference: Project Quality Management NN

Delivery control documentation

Accept Deliverable

Tracks deliverables from release to acceptance.

Prepare Delivery

PMBOK® Reference: Project Integration Management

6.2 Close Contracts

Manage Delivery


121

ID

Project Forms

OO

Findings log

Output of Task(s)

4.7 Monitor Defects 5.7 Control Status

Records identification and resolution of findings. PMBOK® Reference: Project Communications Management PP

Risk occurrence document

4.1 Monitor Issues 4.6 Monitor Risks

Records risks as they occur. Links to action control documents used to respond to the risk. PMBOK® Reference: Project Risk Management QQ

Change order

4.5 Monitor Change

Contains information needed to implement approved change requests. PMBOK® Reference: Project Integration Management RR

Situation analysis documentation Contains preparation documents for a situation analysis, the situation analysis, and resulting reports. PMBOK® Reference: Project Integration Management

SS

Correspondence log Records all important communications and information broadcasts that occur during the project lifetime. PMBOK® Reference: Project Communications Management

122


Input of Task(s)

4.3 Monitor Situations

ID

Project Forms

Output of Task(s)

TT

Project closure report

6.3 Close Project

Input of Task(s)

Summarizes project and lessons learned. Identifies materials that may be reused. PMBOK® Reference: Project Quality Management


123

About the Author Michael Kaplan is Founder and CEO of SoftPMO™, a New York-based consulting firm that specializes in improving execution and resource management. He is a recognized leader in program management and serves as an advisor and mentor to senior executives. He founded MAK CON LLC, a consulting firm specializing in large-scale program management, in 2002. In 2009, he re-launched the company as SoftPMO, incorporating MAK CON LLC’s tools and methodologies into a larger enterprise program management framework. In more than 20 years of practice, Michael has worked with several of the most successful organizations in the world, including Fortune 500 companies and government agencies, to help them achieve the full intent of their most urgent and critically important initiatives. Michael is a PMI-certified Project Management Professional (PMP). His work is built on a solid foundation of research and extensive consulting experience. He loves to develop products and is quite good at UX/UI design. Michael authored one book—SoftPMO Project Execution Guide—and more than 70 blog posts, and created several popular commercial products. His most recent innovations are the SoftPMO Project Management Toolkit and socialpmo.co---a new kind of social media solution.

About the Editor Matt Wetter is a registered PMP®, and currently works in a product support division of a Fortune 500 aerospace firm. He is a graduate of the United States Air Force Academy and a combat-decorated pilot. Matt Wetter was born in Anaheim, California, where he earned his Eagle Scout. That first real project management thrill was to be repeated throughout his career in the Air Force, from the time he was a cadet in the US Air Force Academy until he departed the Air Force in 2007. While in the Air Force, he was trained to follow checklists, taught the theory and practice of flying aircraft, built new processes, and mentored younger officers. The integrity, self-discipline, balance of priorities, and leadership he practiced in the cockpit continue to serve him well in project management.

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Project Execution Guide - SOFTPMO

Project Execution Guide - SOFTPMO

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