1. A Short Course in Project Management
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
A Short Course in Project Management
Nayda G. Santiago
Oct 2009
Copyright 2001, General Physics Corporation Instructor Guide

2. Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Management Tools and Techniques
An Introductory Course in Project management Foundations
Copyright 2001, General Physics Corporation Instructor Guide

3. What Is Project Management?
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
What Is Project Management?
“Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations.”
Source: Project Management Institute
Instructor Do
Read through the slide.
Indicate that PMI stands for the Project Management Institute, a nonprofit professional organization established to serve the project management profession. For further information, participants can call PMI at (610) (in the US).
Copyright 2001, General Physics Corporation Instructor Guide

4. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
What Is a Project?
“A project is a temporary endeavor undertaken to create a unique product or service.”
Source: PMI
Instructor Do
Solicit answers from participants before showing this slide.
Instructor Say
“What is a project?”
Record answers on a flipchart.
Ask the participants for examples of projects they have worked on. Examples may include:
Designing a new vehicle.
Constructing a building.
Developing a new course.
Relocating your office.
Running a campaign.
Installing a new computer.
Developing a new payroll system.
Copyright 2001, General Physics Corporation Instructor Guide

5. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Manager
“The person who is responsible for the project and will be held accountable for its success or failure.”
Instructor Do
Read through the slide.
Indicate that the role of the project manager has been defined by PMI in the Code of Ethics for the project management professional, which will be discussed in a later section of the course.
Copyright 2001, General Physics Corporation Instructor Guide

6. Within Available Resources
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
The Triple Constraint
Project Scope
Cost
Quality
Within Available Resources
Schedule
Copyright 2001, General Physics Corporation Instructor Guide

7. Balancing the “Project Success Triangle”
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Balancing the “Project Success Triangle”
A clear understanding of customer priorities
“People” skills
Thorough planning
An organized, structured process
Instructor Say
To achieve success by balancing this triangle, it might seem that black magic is what is needed. But that’s not true. What we need are:
A clear understanding of customer priorities
“People” skills for yourself and your team
Thorough planning
An organized, structured method to manage and control the project
Another way to look at the triangle is by using travel as an example.
There are several ways to get from one part of the country to another (New York to Los Angeles for vacation)
How do these methods compare on cost, quality (scenic travel), delivery (how much time it will take)?
Car (low cost, high quality, slow delivery)
Train (moderate cost, high quality, moderate delivery)
Airplane (high cost, low quality, fast delivery)
We make trade offs everyday on how we try to balance the magic triangle.
Copyright 2001, General Physics Corporation Instructor Guide

8. Project Management Process
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Management Process
Source: PMBOK
Initiation
Planning
Execution
Controls
To help guide you through the process you need a roadmap of some type …
Closeout
Copyright 2001, General Physics Corporation Instructor Guide

9. Does anyone have any questions on any of the topics discussed?
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Congratulations! You’ve learned the skills along the Roadmap to Project Management Success.
Does anyone have any questions on any of the topics discussed?
Copyright 2001, General Physics Corporation Instructor Guide

10. Project Stakeholders What is a project stakeholder?
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Stakeholders
What is a project stakeholder?
If you can gain or lose from the success or failure of a project, you have a “stake” in the project.
Copyright 2001, General Physics Corporation Instructor Guide

11. Key Project Stakeholders
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Key Project Stakeholders
Customer/client
Project sponsor
Project manager
Project team
Instructor Say
The project team is made up of its “stakeholders.” These are the people who have a “stake” in the project or win if the project is successful and lose if it’s not.
Transition
Each stakeholder has a set of responsibilities to fulfill for the project to be a success.
Copyright 2001, General Physics Corporation Instructor Guide

12. Project Manager Define and manage customer expectations.
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Manager
Define and manage customer expectations.
Coordinate development of the project plan.
Monitor and control project work according to the approved plan.
Communicate project status by preparing status reports and conducting progress review meetings.
Establish and follow a change management process.
Lead the project team and resolve conflicts between team members.
Maintain the project notebook.
Conducting project close-out activities.
Instructor Say
The project manager has overall responsibility for the success of the project.
The specific duties of the project manager are outlined in this slide.
The definition and management of customer expectations is probably the most important duty identified.
Copyright 2001, General Physics Corporation Instructor Guide

13. Project Team Members Identify work tasks
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Team Members
Identify work tasks
Estimate the duration of work tasks
Help prepare the project network diagram
Honestly report work status
Keep the project manager informed on project issues
Attend scheduled progress review meetings
Raise issues important to the project’s success
Keep their functional managers updated
Participate in the project close-out
Instructor Say
Core project team members are those individuals who actually perform the tasks necessary to complete work on the project.
They have several responsibilities including “honestly” reporting work status. (Why is “honestly” in quotes?)
Copyright 2001, General Physics Corporation Instructor Guide

14. Our second stop on the roadmap is the statement of work.
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Our second stop on the roadmap is the statement of work.
The statement of work is the first key planning document prepared.
Copyright 2001, General Physics Corporation Instructor Guide

15. Project Plan Contents Statement of work (SOW)
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Plan Contents
Statement of work (SOW)
Work breakdown structures (WBS)
Responsibility assignment matrices
Project schedule
Resource plans/histograms
Budget
Risk management plan
Communications plan
Quality plan
Verification and validation plan
Instructor Say
The project plan consists of all of the information and documents prepared in the planning phase.
Instructor Do
Read through the slide.
It also represents the first major section of the project notebook.
Copyright 2001, General Physics Corporation Instructor Guide 3

16. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Plan Benefits
Provides an effective communication tool to ensure understanding of project goals and the means to achieve them
Defines outcomes and commitments
Establishes guidelines and standards
Establishes the baseline for evaluating and reporting progress
Forms the basis for scope control and change management
Instructor Say
Read through the slide.
Has anyone ever picked up a project in the middle when the former project manager has been reassigned? What was that like (name of person raising his/her hand)?
Although the project manager has overall responsibility for developing the project plan, a good plan can not be prepared without the participation of the project team members.
Copyright 2001, General Physics Corporation Instructor Guide

17. Project Notebook Project Close-out Project Administration
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Notebook
Project Pre-plan
Background information
Customer data
Third-party data (vendors, suppliers, etc.)
Project Plan
Statement of Work (SOW)
Work Breakdown Structure (WBS)
Organization/responsibility charts
Schedule data
Budget/capital plan
Risk management
Project Implementation
Meetings (agenda/minutes)
Team/management/customer/third party progress reports
Customer change requests/decision matrix issue resolution forms/reports
Project Close-out
Final evaluation of measurable success indicators
Close-out meeting (agenda/minutes)
Final project report
Reference letters
Lessons learned
Project Administration
Contractual documents
Invoices
Expenses
Correspondence
Contact log
Instructor Say
The project notebook is started in the planning phase. It represents a documented history of the project.
It can be used as an excellent communication tool among team members.
Three-ring binders with tabbed sections can be used to develop the notebook.
Transition
Now that we have covered some introductory concepts, let’s take a closer look at the Roadmap to Project Management Success.
Copyright 2001, General Physics Corporation Instructor Guide

18. Statement of Work — Purpose
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Statement of Work — Purpose
Define the scope of the project
Establish customer expectations
Serve as a “contract” if necessary
Instructor Say
The statement of work is prepared in order to:
Define the scope of the project
Establish customer expectations
Serve as a “contract” if necessary
Since it represents the foundation document upon which the rest of the plan is built, time should be taken to prepare a well-written, clear statement of work for the project.
Copyright 2001, General Physics Corporation Instructor Guide

19. A Good SOW will answer … What is the purpose or goal of the project?
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
A Good SOW will answer …
What is the purpose or goal of the project?
Why is the project being done?
Who is the initial customer?
Who is the end user or final customer?
What are the customer deliverables?
What technical support is required for the deliverables?
Copyright 2001, General Physics Corporation Instructor Guide

20. And continue to answer …
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
And continue to answer …
What is the budget?
What is the final date for the deliverables?
What are the measurable success indicators (metrics)?
What kind of support is required from the customer?
What contingency plans are in place?
Copyright 2001, General Physics Corporation Instructor Guide

21. SOW — Generic Contents Customer Project Title Purpose Background
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
SOW — Generic Contents
Customer
Project
Title
Purpose
Background
Deliverables
Measurable success indicators
Customer support
Risk plans
Instructor Say
Let’s take a closer look at what’s included in the statement of work.
The statement of work includes:
Customer and project information
Project title (name of the project or project goal)
Purpose (what the project will achieve)
Background (the information known about the project)
Deliverables (end products of the project—tangibles)
Measurable success indicators (how well the project must be completed to be successful)
Customer support (what the customer is expected to provide)
Risk plans (alternative plans in case of road blocks or detours)
Copyright 2001, General Physics Corporation Instructor Guide

22. Refer to page 3-4-1 in the participant manual.
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Do
Refer to page in the participant manual.
Instructor Say
Work breakdown structure
The next stop in the planning phase on our Roadmap to Project Management Success is the work breakdown structure.
The work breakdown structure is a systematic, graphical approach for dividing the project into the tasks required to complete the project.
Copyright 2001, General Physics Corporation Instructor Guide

23. Work Breakdown Structure—Purpose
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Work Breakdown Structure—Purpose
Identify all of the work that needs to be done to complete the project.
Structure the work into logical components and subcomponents.
Define the work to a level of detail so individual responsibilities can be assigned.
Summarize and report project data.
Instructor Say
The work breakdown structure (WBS) is a key planning tool for showing work organization. It helps the project team:
Identify all of the work that needs to be done to complete the project.
Structure the work into logical components and subcomponents.
Define the work to a level of detail that allows individual responsibilities to be assigned.
Determine how project data can be reported and summarized
Copyright 2001, General Physics Corporation Instructor Guide

24. Representative Work Breakdown Structure
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Representative Work Breakdown Structure
Level I (Noun)
Level II (Noun)
Level III (Action Verbs)
Level IV (Action Verbs)
Instructor Say
Explanation of Work Breakdown Structure Hierarchy
This is a representative example of a WBS. It consists of a series of components at different levels shown as boxes, with a description of the component in the box.
In the first level, there is only one box, describing the end product.
This is, in some cases, also referred to as the “work objective” or project title.
At the next level, the boxes represent the components that must be completed to deliver the end product. They may be deliverables, interim deliverables, systems (such as computer, electrical, etc.), phases, organizational functions or logical “chunks” of work for the project. These components are defined by nouns.
Copyright 2001, General Physics Corporation Instructor Guide

25. WBS — Outlining Approach
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
WBS — Outlining Approach
3-4-10
I. Main Project Deliverable
A. Major Element
1. Activity
2. Activity
a. task
b. task
c. task
3. Activity
B. Major Element
Level 1
Level 2
Level 3
The outline approach is used by Microsoft® Project®
Level 4
Instructor Say
An alternative WBS format follows an outlining approach. One reason this method is becoming more common is because many project management software packages use an outlining approach.
The outlining approach shows the WBS elements in a tabular listing format.
Indentations are used to show the different levels.
Level 3
Level 2
Level 3
Copyright 2001, General Physics Corporation Instructor Guide

26. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
The responsibility matrix or RASIC chart is the next stop in the Roadmap to Project Management Success.
Copyright 2001, General Physics Corporation Instructor Guide

27. Responsibility Assignment Matrix (RAM) — Purpose
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Responsibility Assignment Matrix (RAM) — Purpose
Ensure that all tasks are assigned to people
Show levels of involvement of people to work
Instructor Say
The purpose of the responsibility matrix is to:
Ensure that all tasks are assigned to people.
Show levels of involvement of people to work.
Copyright 2001, General Physics Corporation Instructor Guide

28. Responsibility Assignment Matrix
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Responsibility Assignment Matrix
RASIC Method
SENIOR MANAGEMENT
PROJECT MANAGER
TEAM MEMBER
SUPPORT STAFF
CUSTOMER
MARKETING STUDY
IDENTIFY POTENTIAL MARKET
IDENTIFY SURVEY POPULATION
DEVELOP SURVEY
TEST SURVEY ON SAMPLE
FINALIZE SURVEY
CONDUCT SURVEY
COLLECT SURVEY
ANALYZE DATA
REPORT RESULTS AND SUGGESTION C R R I A S
R/S R I A S I
Instructor Say
For this example, the responsibilities associated with the marketing study are charted against the associated project team members.
For activity, “Develop Survey”
The project manager is responsible for making sure the survey is developed
The customer and senior management are kept informed regarding the development of the survey.
A team member actually does the work (support) to develop the survey.
Instructor Information
The RASIC or responsibility matrix can be used anytime after the SOW and WBS are completed to begin to evaluate resource issues.
LEGEND
R - RESPONSIBLE A - APPROVE S - SUPPORT (DOES THE WORK) I - INFORM C - CONSULT
Copyright 2001, General Physics Corporation Instructor Guide

29. RASIC Coding System R = Responsible A = Approve S = Support I = Inform
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
RASIC Coding System
R = Responsible
Ensures that the assigned work is completed
A = Approve
Approves that the work meets all requirements
S = Support
Does the work
I = Inform
Is kept informed of work status
C = Consult
Is consulted on the work
Instructor Say
Many different coding schemes can be used to identify levels of responsibility.
The one shown uses the five letters R, A, S, I, and C.
Instructor Do
Refer to the slide to review the meaning of each letter.
Copyright 2001, General Physics Corporation Instructor Guide

30. Introduction to Project Scheduling
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Ask the class if there are any questions on material covered during day 1.
Introduction to Project Scheduling
The next two stops on our Roadmap to Project Management Success address project scheduling.
The project schedule is developed to help determine how to make the best use of human and physical resources within a project’s cost and time constraints.
Copyright 2001, General Physics Corporation Instructor Guide

31. Project Schedule — Purpose
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Schedule — Purpose
Determine if requested completion date is possible.
Identify start and completion dates of all work.
Determine the controlling sequence of activities.
Provide data for resource allocation.
Track progress by providing a baseline.
Instructor Say
A project schedule assists the project manager and team to:
Determine if the requested completion date is possible.
Identify the start and completion dates of all work.
Determine the controlling sequence of activities.
Provide data for resource allocation by identifying activities with float time.
Track progress by providing a baseline to measure against.
Copyright 2001, General Physics Corporation Instructor Guide

32. Scheduling Step 1: Estimate Activity Durations
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Scheduling
Step 1: Estimate Activity Durations
Step 2: Determine Activity Sequence By Creating a Network Diagram
Step 3: Calculate the Schedule Using Critical Path Method (CPM) Procedures
Step 4: Show the Schedule by Drawing Gantt and/or Milestone Charts
Instructor Say
Once project tasks and activities have been identified by developing the WBS, the first step in developing a project schedule is to estimate the amount of time required to perform the tasks.
Accurate time estimates are essential to project success and the development of a realistic schedule and budget.
Copyright 2001, General Physics Corporation Instructor Guide

33. WBS/Network Diagram Linkage
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
WBS/Network Diagram Linkage b d a c f g j i e h j a c f g i b d e h
Instructor Say
As discussed earlier, the work breakdown structure is used to identify all project work.
As shown in this slide, the detail elements of the work breakdown structure become tasks in a network diagram.
Copyright 2001, General Physics Corporation Instructor Guide

34. Network Diagram Methods
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Network Diagram Methods C A B J D E F G
Arrow Diagram Method H I C J A B D E F G
Precedence Diagram
Method H I
Copyright 2001, General Physics Corporation Instructor Guide

35. Precedence Diagram Method
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Precedence Diagram Method E B F I A C G J
Instructor Say
In the precedence diagram method:
Boxes are used to represent activities.
The boxes are connected by an arrow, which shows activity sequence and dependencies.
A network path is defined as a continuous sequence of activities from the first activity of the project to the last activity of the project.
Ask the class how many paths are contained in this precedence diagram.
The answer is 5.
1. A®B®C®J®G
2. A®B®D®J®G
3. A®B®D®E®F®G
4. A®B®D®E®I®G
5. A®B®D®H®I®G D H
Logic Connection
Activity
Copyright 2001, General Physics Corporation Instructor Guide

36. What’s is the Critical Path?
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
What’s is the Critical Path?
Path with least slack
Path with longest duration
Critical Path Method is a project management technique that analyzes what activities have the least amount of scheduling flexibility (i.e., are the most mission-critical) and then predicts project duration schedule based on the activities that fall along the “critical path.”
Activities that lie along the critical path cannot be delayed without delaying the finish time for the entire project.
Copyright 2001, General Physics Corporation Instructor Guide

37. Project X — Critical Path Solution
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project X — Critical Path Solution E
Activity Name
Float
Duration 2 4
ES EF LS LF B F 1 1 1 3 A C G I J
Instructor Say
Finished? Let’s compare our answers. Any questions?
Now for the fourth step of our procedure.
Take a highlighter and highlight the path (or paths) having zero float.
This is your critical path.
Remember that the critical path is likely to change during the course of a project.
A delay in one activity on a noncritical path will cause other activities in its path to lose their float time.
That’s why monitoring the project schedule is so important.
Another comment about activities on the critical path. “Critical” is in terms of impacting the project deadline—not importance. Your project’s most important activity may not even be on the critical path.
Are there any questions about this 4-step process, before we move on? 2 3 2 2 1 D H 5 3 1 1
Copyright 2001, General Physics Corporation Instructor Guide

38. Project X — Gantt Chart Solution
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project X — Gantt Chart Solution
Time 1 2 3 4 5 6 7 8 9 10
Activity
Duration A B C D E F G H I J 2 1 3 1 4 3
Instructor Say
The solution Gantt chart is shown on this slide and on page
Are there any questions?
Transition
Let’s look at another tool which can be used to show the project schedule. It’s called a milestone chart. 2 1 2 1
- Critical
- Non-Critical
- Slack/Float
Copyright 2001, General Physics Corporation Instructor Guide

39. Enhanced Gantt Chart Jan Feb Mar April May June Task A Task B Task C
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Enhanced Gantt Chart
Jan Feb Mar April May June
Task A
Task B
Task C
Task D
Task E
Task F
Instructor Say
Let’s start with Gantt charts.
Gantt Charts
Gantt charts are probably the oldest and most common of the various scheduling techniques in use.
Gantt charts were popularized by Henry Gantt in the early 1900s
Also known as bar charts, or project schedules.
How many of you have seen these before?
A bar is used to represent duration of the activity and is placed on the chart to show accurate start/stop times.
Dotted or dashed lines can be used to show activity float.
- Critical
- Non-Critical
- Slack/Float
Copyright 2001, General Physics Corporation Instructor Guide

40. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Now we will move on to the resource planning stop on our Roadmap to Project Management Success.
Resource planning techniques are used to plan the scheduling of available resources so that the project deliverables are produced on time and within budget.
Copyright 2001, General Physics Corporation Instructor Guide

41. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Assigning Resources
A schedule is not complete until all the resources necessary to complete the project have been committed or assigned.
Copyright 2001, General Physics Corporation Instructor Guide

42. Non-Labor Resources Lab time Facilities Prototype parts/systems
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Non-Labor Resources
Lab time
Facilities
Prototype parts/systems
Equipment
Materials
Instructor Say
You must also accommodate constraints on other types of resources into your schedule. These resources include:
Lab time
Test facilities
Prototype parts/systems
Equipment
Materials
What other resources do you deal with?
You can develop histograms for these types of resources also.
Copyright 2001, General Physics Corporation Instructor Guide

43. Discussion: Project Budgeting
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Discussion: Project Budgeting
The next stop in the planning phase on our Roadmap to Project Management Success is project budgeting.
When we first started talking about project management, we noted that the planning phase is the most important part of the process.
We also said that the more details you know about the project, the better your project plan will be.
This holds true for project budgeting as well.
Copyright 2001, General Physics Corporation Instructor Guide

44. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Cost Budgeting
Cost Budgeting involves allocating overall cost estimates to individual work items in order to establish a cost baseline for measuring project performance. Using cost estimates, the WBS, the project schedule, and cost estimating tools, the project team develops a time-phased budget. This budget will be used to measure and monitor cost performance on the project.”
Source: PMI
Instructor Say
Read the slide discussing the cost budgeting process.
Copyright 2001, General Physics Corporation Instructor Guide

45. Work breakdown structure Responsibility matrix Project schedule
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
At this point in the Roadmap to Project Management Success, all of the essential elements of the project plan have been developed:
Statement of work
Work breakdown structure
Responsibility matrix
Project schedule
Resource plan
Budget
Before moving on to the implementation phase, this is a good time to take another look at project risk.
Preliminary risk planning was done when the statement of work was written.
However, at that time, only limited project information was available.
Now a more thorough analysis can be done based on the results of the planning we’ve done.
Instructor Do
Emphasize that risk management is not a one-time act. It is a continuous process that takes place throughout the project life cycle.
Copyright 2001, General Physics Corporation Instructor Guide

46. “Any threat to project success.”
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
What Is Risk?
Risk can be defined as:
“Any threat to project success.”
Instructor Say
Risk exists in all projects.
There is always a chance that something can go wrong. (100%)
Risk can be defined as:
“Any threat to project success”
Copyright 2001, General Physics Corporation Instructor Guide

47. Within Available Resources
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Cost
Quality
Schedule
Within Available Resources
Project Scope
Project Risk
Copyright 2001, General Physics Corporation Instructor Guide

48. Project Implementation
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Implementation
Copyright 2001, General Physics Corporation Instructor Guide

49. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
The next phase on the Roadmap to Project Management success is project implementation.
The implementation phase is the time when the project team actually completes all of the tasks in the project.
As you can see, the project manager has several responsibilities associated with implementing the project.
These responsibilities are in addition to any project activities that the project manager has as a team member.
Copyright 2001, General Physics Corporation Instructor Guide

50. Implementation Model Step 1 Perform Tasks Resolve Issues Step 4
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Implementation Model
Step 1
Perform Tasks
Resolve Issues
Step 4
Update the Plan
Step 2
Track Progress
Step 3
Manage Change
Copyright 2001, General Physics Corporation Instructor Guide

51. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
As mentioned earlier, one of the key activities of the project team during implementation is to perform all of the tasks that make up the project.
In order to be successful, team members need to know their work assignments, work authorization procedures, communication lines, reporting procedures, the project schedule, etc.
All of these items need to be addressed early in the implementation phase as part of project start-up.
Copyright 2001, General Physics Corporation Instructor Guide

52. Reporting Project Progress
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Reporting Project Progress
Progress review meeting
Project reports
Instructor Say
Progress review meetings and project status reports are the two most common ways of reporting project status.
Copyright 2001, General Physics Corporation Instructor Guide

53. Project Progress Review Meetings
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Progress Review Meetings
Review of action items from last meeting
Update on activities and schedule
Problem identification and corrective action planned
Review of issues (closed, open, new)
Change request status
Risk status
Plan for next period
Instructor Say
A typical agenda for a formal project progress review meeting is shown in the slide.
Instructor Do
Quickly cover each of the points in the slide.
Remember that meeting minutes should be written and distributed within 2 days of the meeting.
Transition
In addition to formal review meetings, written project progress reports are an excellent way to communicate project status.
Do any of you use a project progress report?
Do you use it as a tool or are you required to complete them?
A generic project progress report form is included in your participant manual on pages 4-6-8, 4-6-9, and
Copyright 2001, General Physics Corporation Instructor Guide

54. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
The next stop on the Roadmap to Project Management Success is tracking progress.
The objective of project tracking and control is to evaluate project progress against the original plan and take corrective action to minimize deviation.
Copyright 2001, General Physics Corporation Instructor Guide

55. Project Tracking and Control
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Tracking and Control
Step 1
Perform Tasks
Step 4
Update the Plan
Step 2
Track Progress
Resolve Issues
Step 3
Manage Change
Copyright 2001, General Physics Corporation Instructor Guide

56. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Managing change is the next stop on the Roadmap to Project Management Success.
Copyright 2001, General Physics Corporation Instructor Guide

57. Managing Project Change
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Managing Project Change
Step 1
Perform Tasks
Step 4
Update the Plan
Step 2
Track Progress
Resolve Issues
Step 3
Manage Change
Copyright 2001, General Physics Corporation Instructor Guide

58. Addressing Project Changes
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Addressing Project Changes
Call a team meeting.
Explain what the change is.
Obtain feedback from team members.
Identify alternative corrective options.
Prepare a decision matrix.
Select a recommended option(s).
Present information to upper management/customer.
Implement the approved course of action.
Instructor Say
In some cases, you cannot effectively deal with a change without the support of upper level management.
In other cases, it is upper level management that mandates the change.
For example, a program may need to go to the market sooner, so your deadline is moved up.
Or, global budgetary cut-backs are required, which impacts your project budget. In other words—you must do the same project for less money.
For either situation, you must present information to management so they can help you decide on the best course of action.
You must be able to present the right information so that the “best” decision can be made.
Copyright 2001, General Physics Corporation Instructor Guide

59. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
4-5-1
Instructor Say
Throughout the implementation phase, issues can occur which will seriously impact project success if not addressed in a timely fashion.
An issue is any unresolved item that needs to addressed.
It can be as simple as a request for information or as serious a loss of key personnel.
It is the responsibility of the project manager to make sure issues are identified, assigned, and resolved.
Copyright 2001, General Physics Corporation Instructor Guide

60. Issue Resolution Disagreements that should be … Documented Assigned
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Issue Resolution
Disagreements that should be …
Documented
Assigned
Scheduled
Tracked
Escalated
Resolved
Instructor Say
A single process for resolving issues is to:
1.Document the issue.
Assign a number for tracking.
Assign a priority (low, medium, or high).
Describe the issue.
2. Assign the issue to someone for resolution.
3. Schedule its completion.
4. Track its status.
5. Escalate the issue to senior management if their involvement is required.
6. Once the issue is resolved, close it out by recording the actual completion date.
Copyright 2001, General Physics Corporation Instructor Guide

61. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
4-6-1
Instructor Say
Once project status has been determined and change management decisions made, the project plan needs to be updated and project progress reported. This is the next stop on the Roadmap to Project Management Success.
Copyright 2001, General Physics Corporation Instructor Guide

62. Plan Updates Step 1 Perform Tasks Step 4 Update the Plan Step 2
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Plan Updates
Step 1
Perform Tasks
Step 4
Update the Plan
Step 2
Track Progress
Resolve Issues
Step 3
Manage Change
Copyright 2001, General Physics Corporation Instructor Guide

63. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Closeout
Unit: Close-out
Learning Objective: To understand the steps necessary to successfully close-out a project.
Time: 20 minutes
Materials: Overhead projector, transparencies, flipcharts, and markers.
Copyright 2001, General Physics Corporation Instructor Guide

64. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
The final phase of our Roadmap to Project Management Success is project Close-out.
The overall purpose of this phase is to bring the project to an orderly and formal end.
Copyright 2001, General Physics Corporation Instructor Guide

65. Project Manager’s Role During Project Close-Out
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Project Manager’s Role During Project Close-Out
Ensure that all project deliverables have been completed and formally accepted by the customer.
Determine if the measurable success indicators were achieved.
Conduct project close-out meetings, both internal and external.
Write the final project report.
Document and share lessons learned.
Instructor Say
The project manager plays an important role during project close-out.
The project manager should:
Ensure that all project deliverables have been completed and formally accepted by the customer.
Determine if the measurable success indicators were achieved.
Conduct project close-out meetings, both internal and external.
Write the final project report.
Document and share lessons learned.
Transition
Let’s take a closer look at what’s involved.
Copyright 2001, General Physics Corporation Instructor Guide

66. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Evaluating success is a key activity that needs to be done during project close-out.
Copyright 2001, General Physics Corporation Instructor Guide

67. Evaluating Project Success
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Evaluating Project Success
Project purpose
Deliverables
Measurable success indicators
Quality
Schedule
Cost
Instructor Say
Measuring Project Success
Before your final meeting with the customer, you need to check that the customer’s needs have been met.
Check the deliverables against the project’s measurable success indicators.
For many projects you will deliver some of the project elements before the close-out phase.
If so, review that those deliverables met the specifications and the measurable success indicators.
Also for many projects, the success of the project will not be determined until long after the close of the project.
For example, the success of an automotive part, as specified by the success indicators, won’t be evident until after that part is in regular production and is being used on the road.
Copyright 2001, General Physics Corporation Instructor Guide

68. Attendees at the close-out meeting should be the project stakeholders.
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Close-out Meeting
Once you have reviewed the measurable success indicators, the close-out meeting can be conducted.
Attendees at the close-out meeting should be the project stakeholders.
It’s not always necessary for all project team members to be there.
Copyright 2001, General Physics Corporation Instructor Guide

69. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Sharing lessons learned is probably one of the most important things to do to improve project success.
Copyright 2001, General Physics Corporation Instructor Guide

70. Sharing Lessons Learned
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Sharing Lessons Learned
Lessons Learned Database
Categorized electronic project information database
Continuous Improvement Recommendations
Project Management Process
Forms
Standards
Instructor Say
In order to make lessons more readily accessible, some organizations store final project reports in an electronic data base.
Another way to share lessons learned is to modify the project management process through the implementation of continuous improvement recommendations.
Copyright 2001, General Physics Corporation Instructor Guide

71. Does anyone have any questions on any of the topics discussed?
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Instructor Say
Congratulations! You’ve learned the skills along the Roadmap to Project Management Success.
Does anyone have any questions on any of the topics discussed?
Copyright 2001, General Physics Corporation Instructor Guide

72. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 1-Course Intro
Thank You!!!!
Instructor Do
Thank the participants for attending the course.
Wish them well on their next projects and reinforce the use of good project management skills.
Instructor Say
Project management is the key to project success.
Copyright 2001, General Physics Corporation Instructor Guide