1. Last Class!

2. Important deadlines Binder due on Monday April 29
Final exam is on Monday April 29
Mandatory (link sent on April 24) : provide final feedback on your team members by EOD Wednesday May 1
Complete eSFF by EOD Wednesday May 1
Optional : Extended Deadline for CompTIA : EOD Friday May 3

3. Exam Prep

4. Reminder : Grading Components
Percentage
 Exam 1
 20%
 Exam 2
 Exam 3
Project (team grade)
Assignments (3)
10%
Class Participation /Team Contributions
 10%

5. Exam 3 (Final) on Monday April 29
Duration : 50 min
15 questions multiple-choices and 5 Open ended questions
Closed book
Content :
Week 11 to 14 :
 - Biafore Readings
 - Videos
 - Web Research
 - Lecture
Change leadership discussion
(stories/chapter key take away)
70%
30%

6. Exam 3 – Lecture/readings/videos/web research (70%)
Agile
Quality & Risk management
Managing Change
Communication Management
Reporting on project
Closing out a project

7. Exam 3 – Change Leadership / Kotter (30%)
Create Short-Term Wins
Don’t Let Up
Make Change Stick
Key take away from the story?
What changed?
What was the strategy?
Why was it effective?

8. Final Studio Day!

9. Final Studio Day!
Finalize all documents….

10. Submission requirements for your Project Binder
Your final binder is due on April 29 (no late submission accepted)
Include:
Table of Contents
Documents (see next page)
Status Report – this is different then a progress report!
Project Close out report including lessons learned

11. Project Documents Problem statement Project Charter Scope document
Organization Chart
RACI Chart
Stakeholder Register
WBS (Microsoft Project view mandatory)
Budget (and compare to actual – state variance)
Communications Plan
Change Management Plan
Quality Management Plan
Risk Management Plan
Project closeout documents (status report, lessons learned, etc)
This is a sample list of documents based on the work from our class schedule. You can choose to use or not use these as appropriate for your project as well as add any others that might be pertinent.

12. Problem statement What is it? What does it include/not include?
Fist step in defining your project! Identifying the problem….
PM needs to tease out the real problem from the project’s sponsor, customer and other stakeholders
Needs to be a clear concise description of the issue(s) that are being addressed by the project
Basically answering the question why?
A problem statement should not include solutions!
MS project book : p29
Fist step in defining your project! Identifying the problem….
It needs to be a clear concise description of the issue(s) that are being addressed by the project. Basically answering the question why? A problem statement should not include solutions.
PM need tease out the real problem from the project’s sponsor, customer and other stakeholders. This is not the time to brainstorm on solution (not yet!)
Start asking: Why?
A problem statement should not include solutions,
Next step : Defining your project goals & Objectives. Then the strategy.

13. What is a “project charter” and what are the typical elements?
Project Press Release !
Project name
Sponsor
Project manager
Team members
Purpose / initial scope / high level cost estimate
Initial Timeline / Milestones
Sponsor’s official commitment to the project

14. What is “project scope” and “scope statement” ?
See format on our course site
What is “project scope” and “scope statement” ?
Project Scope : part of project planning that involves determining and documenting a list of specific project goals, deliverables, tasks, costs and deadlines : what are we going to do?
Scope statement : document what is and isn't included in the project scope

15. Org Chart example

16. RACI chart example

17. Role

18. Stakeholder Management

19. WBS Your WBS must be completed with MS project Tips : 1) aim for work packages that take between 8 and 80 hours to complete (1 day to 2 weeks) 2) Include 5-8 Milestones Once completed you can then determine your Budget
WBS :
You might be wondering how much breakdown is enough. The rule of thumb most project managers use is to shoot for work packages that take between eight and 80 hours to complete (1 day to 2 weeks). Consider breaking down project work to match the frequency of your status reports, that way, you have measurable progress and completed tasks for every status report.

20. Example of Budget

21. Budget : Did you include any reserve?
Type of Reserves
Contingency reserves (know unknows)
Management reserves (unknow unknows)
Reserves are dollars included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict
Contingency reserves allow for future situations that may be partially planned for (sometimes called known unknowns) and are included in the project cost baseline
Management reserves allow for future situations that are unpredictable (sometimes called unknown unknowns)

22. Communication plan Who needs to know?
For example : who should receive the list of pending change requests?
What do they need to know?
Depending on the roles, some will receive details, others high level summary status
When do they need to know?
(frequency) Every week, every other week, once a month… ? which day of the week?
How should they receive it?
, hard copy, collaborative websites (ex : sharepoint), etc.

23. Communication plan : example 1

24. Communication plan : example 2

25. Communication plan : example 3

26. Communication plan : example 4

27. Stakeholder Register Who are your stakeholders?
What is their title/position and contact information?
How do they prefer to be communicated with?
? Text? Phone call?
Describe their role / responsibilities? (what will they do?)
What is their level of involvement ? (high, moderate, low…)
What is their influence? (high, moderate, low…)
Classify your stakeholders (Very important, important, semi-important…)

28. Requirements = their responsibilities

29. Change & Quality mgmt. plans
Change management plan :
how people submit changes?
who reviews them?
the steps for approving them?
and how you incorporate into your plan
Quality management plan :
It starts with a project’s quality objectives.
Then for each objective you define how you plan to achieve those quality levels which is called quality assurance.
Finally you describe how you plan to monitor and measure quality performance which is called quality control.
P36, 37/video, (change & quality mgmt
Quality mgmt example :
Objective : Customer sat >95%,
Plan / quality assurance : Respond within <24 hours to all customer complaint
Monitor : send customer sat survey on a quarterly basis

30. What is a “change management system”?
Tool for recording and tracking change requests through the change management process.
Describe process
Change Form request : Describes the change, the requestor, impact to the schedule, approval status and approver
Change Log

31. Risk Management plan Risk Management plan :
It starts with identifying what could go wrong (i.e. risks).
Then you analyze those risks and decide what you will do if they actually happen.
1) Identify risk:
Are there uncertainties? Ex : key resources availability
Are you choice limited ? Ex : a single vendor for key parts
Are constraints significant? Ex: tight budget, fixed end date
What level of experience do people have?
Does the project depend on factors out of your control? Ex: politics
2) Assessing risk : assess impact (H/M/L), assess probability (H/M/L) – see example of table/graph on p39
3) Planning risk response (accept, avoid, control the pain ie risk mitigation, give the risk to someone else, give yourself options ie plan for contingency funds)
4) Track risk with a risk log (summary of the risk, planned response, who is handling/monitoring, results)

32. Risk Register Contents
An identification number for each risk event
A description of each risk event
The probability of the risk
The impact of each risk occurring
A risk score (probability multiplied by the impact)
A rank for each risk event
Risk responses to each risk (which strategy will you use?)
The risk owner or person who will own or take responsibility for each risk
The status of each risk

33. Once you have identified your risks, what can you do about them?
Risk avoidance – eliminate the cause of a risk. Forget the new hardware, we’ll use the old proven gear.
Risk acceptance – “If it Happens, It Happens” for threats and opportunities
Risk transfer – Assigning the Risk to Someone Else (subcontract, warranty or insurance)
Risk mitigation – can’t eliminate the risk but can make it hurt less if it occurs : Reducing the Expected Value by reducing Probability or Impact (or both)

34. Risk Register Example
Include the strategy type and the description

36. Close out Report Summary Completed Scope
Changes in Scope (significant changes)
Cost and Schedule results/variances
Risks and Issues
Lessons Learned - Don’t make the same mistake twice!

37. Example of report on p 506

38. Please complete eSFF