Effective Project Management Presentation Title Effective Project Management Barbara Stone September 27, 2007

Agenda Elevator Speeches Prioritization Evaluation of alternatives Presentation Title Agenda Elevator Speeches Prioritization Evaluation of alternatives Approach to project WBS Define Sequence Duration Schedule Barbara

Elevator speeches You are: Standing Presentation Title Elevator speeches You are: Standing Informal Informative Brief Include: Business issue you are tackling How company benefits Why you are excited to take part What the listener can do* * if you need something Jodie

Presentation Title Elevator speech http://www.creativekeys.net/PowerfulPresentations/article1024.html Prepared presentation Articulates in 3-4 minutes Who are you helping With what problem How company benefits Practicing is a good idea Jodie – can you give an example?

Barbara Presentation Title Charter business case feasibility study product description Scope planning high-level skills analysis Scope statement Scope definition assumptions scope in/out alternatives WBS Cost estimating Cost budgeting Resource planning Risk Mgmt planning Activity Definition Barbara Cost baseline Time-phased budget Resource requests Risk Mgmt plan Activity sequencing Activity duration estimating Communication Plan Schedule development Network diagram Project schedule Project Plan development Project plan

Prioritization Waterfall Agile Timing determines likelihood Presentation Title Prioritization Waterfall Timing determines likelihood Developers instead of customer Agile Value determines likelihood Reassessed throughout project Jodie, Barbara: anecdotes

Presentation Title Kano

Presentation Title Kano conclusions

Alternatives review & decision Presentation Title Alternatives review & decision There may be multiple ways to fulfill the Requirements Eliminate alternatives that don’t meet external constraints Evaluate remaining alternatives against selected criteria: time/budget requirements Team skillset and interest Other criteria as team requires Jodie

Traditional, agile, extreme? Presentation Title Traditional, agile, extreme?

Presentation Title Cone of uncertainty

Presentation Title Project sizing

PMBOK: process to create project schedule: Presentation Title PMBOK: process to create project schedule: Process Output Activity Definition Detailed WBS; activity lists Activity sequencing Project Network Diagrams Activity Duration Estimation Activity Duration Estimates Schedule Development Project Schedule Jodie These processes can be combined, and iterative, if need be

Presentation Title The what

Work Breakdown Structure Presentation Title Work Breakdown Structure “A hierarchical description of the work that must be done to complete the project as defined in the Project Overview Statement.” Inputs POS Requirements Document Terms Activity: Chunk of work Tasks: Smaller chunk of work. Activities are made up of tasks Work Package: Complete description of how the tasks that make up the activity will actually be done

Uses for the WBS Thought Process Tool Architectural Design Tool Presentation Title Uses for the WBS Thought Process Tool Architectural Design Tool Planning Tool Project Status Reporting Tool

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Activity Definition experience of your team possibly duration of task Presentation Title Activity Definition Decomposing the task areas / sub-projects ‘tasks in appropriate level of detail’ – what does this mean for your project? Think about: experience of your team possibly duration of task # of people performing the task: if hand-off, new task Only needs single person to oversee work Team creating the WBS should have appropriate level of expertise to assign approximate duration to each task(because they will, later). Jodie

Brainstorming Recorder – writes all ideas where visible to team Presentation Title Brainstorming Recorder – writes all ideas where visible to team Allows people to build on others ideas Participant knows his/her contribution is valuable & heard Facilitator All ideas accorded consideration – no editing keeps discussion focused Sets time limits Barbara

Affinity diagram (Ishikawa) Presentation Title Affinity diagram (Ishikawa) Barbara – problem perspective

Mind-mapping – user story nodes Presentation Title Mind-mapping – user story nodes Barbara – user story perspective

Adding task details Presentation Title Barbara

Presentation Title Tips Person who has experience in doing something similar better at defining sub-tasks and duration. No team member with experience? Adds to risk & needs safety Try to get someone with experience to help with planning if you cannot have them on the team for execution May not know all detail – as work through the plan and the project, scope will shift – hopefully only slightly Jodie

Presentation Title Activity Sequencing Process of determining both order and possible overlap of tasks - start with task constraints Examples: Task A needs to be complete before task B may start Tasks C, D, & E may be done in parallel, but all must be complete before task F may begin Task X may not begin until milestone Y has occurred Task Q must start at the same time as task R Jodie

PERT – activity on arc Barbara Presentation Title Barbara Source http://www.rff.com/sample_pert.htm

PERT – activity on node Barbara http://www.rff.com/sample_pert.htm Presentation Title PERT – activity on node Barbara http://www.rff.com/sample_pert.htm

Activity duration estimating Presentation Title Activity duration estimating An art, with a little bit of science Best estimators are those who have done similar work Beware of confusing duration and effort “The duration of most activities will be significantly influenced by the resources assigned to them” Jodie

PMBOK: Activity Duration Estimating Presentation Title PMBOK: Activity Duration Estimating Inputs Tools/Techniques Outputs Activity List Constraints Assumptions Resource Requirements Resource capabilities Historical information Identified risks Expert judgment Analogous estimating Quantitatively based durations Reserve time (contingency = safety) Activity duration estimates Basis of estimates Activity list update Jodie

Pert (one network diagram technique) Presentation Title Pert (one network diagram technique) Formula Task Duration O = most optimistic estimate M = most likely estimate P = most pessimistic estimate O+4M+P 6 Barbara – statistically favors ‘most likely’ and adjusts for extremes in minimum/maximum estimates Others are cpm, pdm Sample Optimistic Most Likely Pessimistic Risk adjusted 1 week 3 weeks 6 weeks 3 weeks 16 weeks 17 weeks 30 weeks 19 weeks

Presentation Title Sizing

Presentation Title Story points

Presentation Title How much, how fast

Presentation Title Planning poker Barbara

Presentation Title You’ve been infected with spy wear and suspect it’s a root kit – have to do a clean install Barbara – you’ve been hacked – and must reinstall Reinitialize hard drive Reformat drive Reinstall windows – just downloading security patch on broadband connection – 2 hours + 2 hours All software back on machine Network snafus – locations – license code – less than 15 minutes before computer hacked better be behind firewall – first thing is patch upgrades – install firewalls and antivirals

Six Criteria to Test for WBS Completeness Status/Completion is measurable The activity is bounded The activity has a deliverable Time and cost are easily estimated Activity duration is within acceptable limits Work assignments are independent Seventh Criteria – Project manager’s judgment that the WBS is not complete

Exceptions to the Completion Criteria Rule Stopping Before Completion Criteria Are Met Decomposing Beyond Completion of the Criteria

Factoring in constraints Presentation Title Factoring in constraints Factor if multiple working on task together? – discuss XP example. Also factor if do not have resource 100% of time. Why this is a bad idea. Adding ‘Project Management’ factor Do Jodie and Barbara do this? Jodie

Putting it all together Presentation Title Putting it all together Tasks + Duration + Sequencing + Start date = Project Schedule Does it meet Deadline / Scope / $ constraints? Jodie

Gantt chart Does not show task interdependencies or resources assigned Presentation Title Gantt chart Does not show task interdependencies or resources assigned Do not help organize project as effectively as WBS & network diagrams Completed after WBS Effectively show progress & time Barbara

Presentation Title Agile Barbara

Common scheduling pitfalls Presentation Title Common scheduling pitfalls Planned downtime – calendar events, team needs External interfaces – contractors, external teams Constraints – duration, access, etc. Time to come up to speed 100% optimization Just plain missed it Barbara