1 Critical Project Management Skills for the Contract Manager Breakout Session # B14 Name: Wayne Brantley, MS Ed, PMP Senior Director of Professional Education Villanova University Online Date: July 30, 2012 Time: 2:30 PM – 3:45 PM

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4 Not all customers are this “agreeable”

5 What is project management? Why do you need project management? The top 5 reasons that projects fail The power of project management Agenda

6 “The discipline of planning, organizing, securing, managing, leading, and controlling resources to achieve specific goals.” Wikipedia, 2012 “The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.” PMBOK 4 th edition, PMI What is project management?

7 Project Management Competency Breakdown Technical Informational gathering skills Analytical thinking Results driven Attention to detail Interpersonal skills Develop teams Motivator Communication skills Risk Manager Networker Scheduler

8 Project Management Competency Wheel

9 Are you qualified to be a project manager? Project Manager Test

10 1. How do you put a giraffe into a refrigerator?

11 The correct answer is: Open the refrigerator, put in the giraffe and close the door. This question tests whether you tend to do simple things in an overly complicated way.

12 2. How do you put a elephant into a refrigerator?

13 Wrong Answer: Open the refrigerator, put in the elephant and close the refrigerator. the door. Correct Answer: Open the refrigerator, take out the giraffe, put in the elephant and close the door. This tests your ability to think through the repercussions of your actions.

14 3. The Lion King is hosting an animal conference, all the animals attend except one. Which animal does not attend?

15 Correct Answer : The Elephant. This tests your memory. The Elephant is in the refrigerator. OK, even if you did not answer the first three questions correctly, you still have one more chance to show your abilities.

16 4. There is a river you must cross. But it is inhabited by crocodiles. How do you manage it?

17 Correct Answer: You swim across. All the crocodiles are attending the animal meeting! This tests whether you learn quickly from your mistakes.

18 According to a large consulting firm, around 90% of the professionals they tested got all questions wrong.

19 According to a large consulting firm, around 90% of the professionals they tested got all questions wrong. But many pre-schoolers got several correct answers.

20 The consulting firm says this conclusively disproves the theory “that most management consultants have the brains of a four year old”.

21 Have you ever had a late project? Have you ever had a project go over budget? Have you ever had “scope creep” on a project? Have you ever had risks occur that you could have prevented? Do you have reports that “truly” reflect project status? Do you ever have frustrated customers? Why do you need project management?

22 If you answered yes to any of these – “You need project management.”

23 Approximately 70% of projects are: Over budget Behind schedule 52% of all projects finish at 189% of their initial budget *The Standish Group, “CHAOS Report” Why do you need project management?

24 Do you know your project performance? Chaos Report Findings

25 Chaos Report Links to Growth of PMP? , , PMP Growth

26 The Project Management Institute (PMI) The Project Management Body of Knowledge (PMBOK®) The project management life cycle Initiate Plan Execute Monitor and Control Close Project Management Methodology

27 The Project Management Lifecycle Lifecycles – How is your karma? August 2005 PM Today – –Buddhist Monks in Sri Lanka say “PMBOK Guide aligns with Teachings” Conception through Death

28 The Lifecycle Model

29 The Lifecycle Model StartDo Finish Continuous Improvement

30 Project Management Life Cycle

31 The Project Management Lifecycle Initiate – To do or not to do the project –Project selection BCR ROI Prioritize –Tools NPV IRR

32 The Project Management Lifecycle Plan – Identify all that needs to be done –Scope the work –Build a WBS –Develop a schedule –Develop budgets –Communication plans –HR plans –Quality plans –Risk plans –Procurement plans

33 The Project Management Lifecycle Execute – Get people, direct and motivate teams, and get the work done –Assign resources –Develop teams –Motivate teams

34 The Project Management Lifecycle Monitor and Control – Make sure we are on track (per the plan) and make corrective actions if we are not. –Status meetings –Schedule control –Cost control –Earned Value Management –Risk management

35 The Project Management Lifecycle Close – Hand off to the customer, lessons learned, and wrap it up –Transition into operations –Capture lessons learned –Celebrate team’s hard work

36 Integration management Scope management Cost management Time management Quality management Project Management Knowledge Areas PMBOK® Fourth Edition HR management Communication management Risk management Procurement management

37 Bottom line improvements Better coordination Better resource usage Customer confidence What is project management all about? SCOPE COST SCHEDULE

38 The Top 5 Reasons That Projects Fail 1.Poor and/or changing requirements 2.Limited project planning 3.Limited or no risk management 4.Poor project team development 5.Non-supporting organizational culture

39 Critical PM Skills Start With Improved Requirements Gathering

How do You Obtain Better Requirements? 40 1.Take time to do it 2.Ask the right people the right questions 3.State the requirement explicitly and have project staff and customers sign off 4.Be realistic, assume that if a requirement can be misinterpreted, it will be misinterpreted 5.Be realistic; recognize that there will be changes on your project and that things will not go precisely as anticipated 6.To as great an extent as possible, include pictures, graphics, and models 7.Establish a system to monitor changes

41 Communication challenges with gathering requirements

42 How the Customer Explained It

43 How the Project Leader Understood It

44 How the Analyst Designed It

45 How the Programmer Wrote It

46 How the Business Consultant Described It

47 How the Project Was Documented

48 What Operations Installed

49 How the Customer Was Billed

50 How It Was Supported

51 What the Customer Really Needed

52 Critical PM Skills Must Include Improved Project Planning

53 Planning = “Ready, Fire, Aim”! Project Plan NO “Ready, AIM, Fire”!

54 Dilbert Looks at Planning

55 Work Breakdown Structure (WBS) Used to decompose a project down into smaller components –Project Deliverables –Tasks »Activities Used to identify all the work Used for scheduling Used for budgeting Used for risk management Used to manage the project

56 Scheduling Precedence diagrams –Used to establish dependencies –Sequence activities –Identify start and finishes –Identify conflicts –Understand where/when resources will be used

57 Schedule Start A Excavate 5 B Foundation 2 C Frame 12 D Electric 9 E Roof 5 G Finish Interior 10 F Brick 8 I Land- Scape 5 H Finish Exterior 7 END ES=0 ES=28 ES=7ES=5 ES=19 ES=35ES=28 ES=19 EF=5EF=7EF=19 EF=27 EF=24 EF=28 EF=38 EF=35EF=40 40 LS=0LS=5LS=7LS=35 LS=32 LS=28 LS=30 LS=35LF=40 LF=35 LF=19 LF=28LS=19 LF=7LF=5 2 Total Float 13 Free Float 0 Total Float Grey denotes the critical path

58 Project Gantt Chart

59 Estimating Tools Program Evaluation and Review Technique (PERT) A weighted mathematical estimating tool PERT formula is O + 4 (ML) + P 6 Uses the triangular distribution of an optimistic, most likely, and pessimistic estimate Optimistic x Most Likely Pessimistic x PERT x

60 Project Management Tools PM Software Planning Risk management Scheduling Budgeting Reporting tools Communication tools

61 Special Project Management Software

62 Critical PM Skills Must Include Improved Risk Management

Murphy is Always Near By 63 Murphy’s Shadow

64 Risk Management Identify Risks –Brain Storm –Expert Interviews Analyze Risks –Qualitative –Quantitative Respond to Risks –Contingency plans –Update risk plans

65 Risk Grid

66

67 Decision Tree Example We need to decide if we should build a prototype of a new radar system to determine failure rates Build Prototype $250,000 Do not build Cost $0 20% fail in field cost =$200,000 No fail no impact 80% Fail in field. Cost to repair average = $500k $290k $250K + 20% X $200K $400k 80% X $500K No fail no impact

68 Critical PM Skills Must Include Improved Team Development

69 The Softer Side of Project Management = people skills =EVOLVED PROJECT MANAGEMENT SKILLS

70 Gantt Charts “Projects have never failed because of a bad Gantt Chart!”

71 How do you see people? Inconvenience Necessary evil Interesting Individuals

72 How do you see people? It is all a matter of perception

73 What do you see? Some see a vase Others see two faces looking at each other

74 Which horizontal line is longer? They’re the same length

75 What do you see?

76 Do you see the young lady? Eyes Chin

77 Do you see the old lady? Nose Chin

78 Putting the team together

79

80 Critical PM Skills Must Include Organizational Support

81 Get Organizational Buy-in $$ROI$$ Five levels of ROI Evaluation Leve1 – Reaction Level 2 - Learning Level 3 – Application Level 4 – Business Impact Level 5 - ROI

82 Get Organizational Buy-in Start with senior executive Build a business case Define organizational alignment Establish methodology Establish a PMO Train workforce Measure business impact – report ROI

83 What’s Next? Formal project management education Project management training Certification PMP CAPM

84 Summary What is project management? Why do you need project management? The top 5 reasons that projects fail The power of project management

Contact Information Wayne Brantley, PMP, MS Ed Ext. 509 For information on Villanova University’s online offerings go to: or call Questions !

Thank You!