Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 1 Fast Start For Projects  Electric Dipole Moment Project Facilitator: Douglas Sankey Project Manager: Deputy Project Manager: Dr. Martin Cooper John P. Tapia

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 2 Purpose & Objectives Define the project management conventions Develop input for the preliminary project plan Identify next-steps to CD-1 Introduction

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 3 Workshop Ground Rules Respect each person Criticize ideas, not people Keep an open mind Question & participate Attend all sessions and be on time One conversation at a time Keep your sense of humor Silence all pagers and cell phones! 80% is enough for now Introduction

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 4 Project Management Life-Cycle Introduction Selection/ Initiation DefinitionPlanningExecutionClosure Fast Start for Projects [FS/p]

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 5 Project Definition It is a temporary endeavor Has a Start and Finish date It produces a unique product or service It has specific objectives and deliverables It is governed by constraints It is defined by a project plan 2

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 6 Project Tradeoffs & Constraints 5 SCHEDULE SCOPE (RESOURCES) BUDGET

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 7 Project-Specific Roles Project Sponsor (1) A senior manager who “owns” & champions the project in the organization. Project Manager (1) Core Team Members (4-7) [Project Office & Subsystem Mgrs] Project extended team members (number varies) Collaborators Functional/Line/Department Managers Stakeholders (Multiple) 1

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 8 Basic Project Team Organization Finance Core Team Member #1Core Team Member #2 Core Team Member #3Core Team Member #4 Project Manager Sponsor Customer Planning, Integration & Control 1

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 9 Project Requirements Overall project requirements define a specific capability, in terms of its required performance. Define what an asset must achieve. Foundation for the acquisition and are formally controlled. Evolve during concept exploration and design into increasing levels of detail. Connect the solution to the need.

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 10 Key Project Stakeholders List all significant stakeholders The most important stakeholder is the customer! Identify the project impact on the Stakeholder (high/low) Identify Stakeholder influence on the project (high/med/low) Identify key stakeholders that MUST be involved in scope determination & finalization Assign team members to manage individual stakeholders Stakeholders: Individuals and organizations who are actively involved in the project or whose interests cause them to have expectations. Stakeholders may positively or negatively influence the project outcome. 3

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 11 Project Objective Statement What are we going to do? Why are we doing it? When will it be done? Where will it be done? What resources are required How will it be judged? 4

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 12 Project Deliverables Deliverables: The intermediate and final specific, measurable and tangible outputs. PLANS PRODUCTS SERVICES PROCESSES 6

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 13 Risk Assessment Matrix PROBABILITY RISK LowMediumHigh MediumHighIn Plan MediumLowMediumHigh LowIgnoreLowMedium IMPACT 7

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 14 Work Breakdown Structure 8 Project XYZ DesignFabricateInstallInspection AlignmentPlacement Work Package "n"Prelim. DrawingsActivity "n" MaterialsTooling Activities The top level represents the total project Sample Work Breakdown Structure Activity "n" Level 0 Level 1 Level 2 Level 3

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 15 The Schedule 9 The schedule is a graphic picture of the major tasks comprising the project (taken from the WBS) that are logically arranged, with their dependencies identified, and fitted to an actual calendar so that calendar start and completion dates can be determined. A B E C D END (1) Network [Task-board]: (2) Gantt Chart: END

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 16 Fundamental Scheduling Concepts Duration = Business days to do the work Effort = Raw labor hours to do the work 9 END

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 17 Milestones 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 18 Why Project Management? Project management is the quickest, most cost- effective, and lowest-risk method to achieve scope, schedule and cost results for work that is temporary in nature and will result in a unique product or service. It is a world-wide proven business process that produces results if applied in a formal, standardized and disciplined manner, consistent with established DOE standards. Introduction

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 19 Network Logic Diagram (Task Board) Start End FS Finish-To-Start (FS) FS D I Activity 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 20 Outline & Planning Sequence Introduction CD - 0 CD - 1 CD - 2 CD - 3 CD - 4 Identify need Evaluate possible solutions Select appropriate solution Present Business Case Establish preliminary organization Identify stakeholders Define objectives Risk assessment Define scope of work Derive WBS Prepare initial schedule Establish Core Team Optimize detailed schedule Update risk assessment Launch project Monitor, track & report progress Manage risks & issues Manage stake- holders & customers Verify objectives met Finalize handover process Evaluate project Close out project Propose follow- on projects Prepare final reports Approval to close Selection/ Initiation DefinitionPlanningExecutionClosure OK FS/p

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 21 Milestone on Post-It ™ Note Select design winner — Paul Heinz 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 22 Activity on Post-It ™ Note Start title with a verb Design Create Assemble Study Core team member name No duration (yet) Design manufacturing software — John Smith 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 23 Post-It ™ Note With Duration Design manufacturing software — 100 workdays John Smith 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 24 Post-It ™ Note With Effort Design manufacturing software — 100 workdays John Smith 600 labor hours 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 25 Finish-to-Start (FS) Activity AActivity B FS Activity B cannot start until Activity A finishes 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 26 Lag Activity B is Finish-to-Start with Activity A But Activity C cannot start until 10 days after Activity A finishes (a lag of 10 days). Activity AActivity B FS Activity C FS + 10 workdays 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 27 No Dangles! All Activities Must Have Relationships Start End FS ? D I Activity 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 28 Number Each Post-It ™ Note FS D I Activity #4 Activity #8 Activity #7 Activity #6 Activity #5 Activity #3 Activity #2 Activity #1 #11 #12 Start # 9 End #10 9

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 29 Project Budget 10

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 30 Overall Project Schedule 10

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 31 Project Schedule By WBS 10

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 32 Project Schedule by Critical Path 10

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 33 Project Schedule By Responsible Person 10

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 34 Resource Profile By Person 10

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 35 The Project Process Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Selection/ Initiation DefinitionPlanningExecutionClosure FS/p Sponsor Approval Program Office Approval Sponsor Approval Intermediate Reviews Customer Signoff 11

Task: Copyright © 2003 PM tec, Inc; D. Sankey; D. Padelford. All rights reserved. 36 Minimum Documentation 11