Project Management for RIM Professionals Last Updated: 3/13/2011 Sarina Arcari, PMP VP Implementation & Product Planning Amerigroup Corporation 3/15/11

What is a Project? 2

3 Definition of a Project A project is a temporary endeavor with a well defined beginning and end Has a clearly stated objective or outcome Generally relates to doing something new or once Has an activity based budget Competes with other projects for resources Has uncertainty related to outcome and costs

4 What a Project is NOT Is not a set of routine tasks (this is a process) Is not on-going, with no end (routine operations)

 Complete the project on time, within budget, meeting expectations  Facilitate planning – time, resources, scope  Create project plan  Manage & monitor execution  Mitigate risks & resolve issues  Manage expectations  Communicate, communicate, communicate! 5 What does a Project Manager do?

 Initiating – chartering/starting the project  Planning- who, what, when, where, why, and how  Executing – getting the work done  Monitoring/Controlling – ensuring that the project is on track and meeting customer expectation  Closing – ending the project 6 Phases of a Project

 Develop a charter  Identify sponsor & critical stakeholders  Create initial scope document  Negotiate time & resources based on initial scope  Form project team 7 Initiating

8 Forming a Project Team  Participants, led by a Project Manager (PM), working together for the sole purpose of completing a project –Matrixed – indirect reports or loaned resources to the PM –Projectized – direct reports of the PM  Typical roles include: –Sponsor –Project Manager –Project Coordinator –Technical Lead –Subject Matter Expert (SME) –Business Analyst –Quality Assurance Lead –User Acceptance Tester

 Formulate a requirements document  Finalize & negotiate scope document  Finalize budget & resource allocations  Develop WBS, task list & baseline project schedule  Identify the critical path  Perform risk analysis & create a risk management plan  Develop communication plan 9 Planning

10 Schedule/Time Scope/Quality Human/$ Resources Risk Competing Constraints

11 Scope  High-level summary of understanding between stakeholders  What is IN scope and what is OUT of scope  Usually created before the project is funded  Scope management plan

12 Requirements  Requirements – detailed level of wants and needs that are: –Unique –Testable –Consistent –Traceable –Current –Feasible –Clear –Mandatory

XYZ Book Development PrintReviewEditDevelopAdd Graphics Write Content OutlineResearch 13 Level 1 Level 2 Level 3 Work Breakdown Structure (WBS)

14 Project Schedule

A F E D CBG H PERT Diagram

PERT Diagram – Critical Path A F E D CBG H

17 GANTT Chart

Executing & Monitoring/Controlling 18  Monitor project execution progress  Facilitate required project team/work group meetings  Manage scope, schedule or resource changes  Communicate project status per plan  Maintain project documentation: –Project Logs – decisions, assumptions, issues –Risk Management Plan –Project Schedule –Communication documents

19 Closing  Conduct close-out project team meeting  Complete project documentation  Record lessons learned  Obtain project sponsor & stakeholder sign off on project closure  Archive project materials  Celebrate project achievements & acknowledge project team contributions

 Cultivate relationships & establish buy in  Spend time planning and re-planning  Identify risks & create mitigation plan  Guard against scope creep & resource conflicts  Resolve issues with expedience  Look for warning signs that project is in trouble  Communicate, communicate, communicate 20 Project Manager Best Practices

 Project Management Institute - –Membership –PMP and CAPM Certifications  Training - PMI & Doran Consulting  Templates – 21 For More Information…

Questions? 22