1. Instructor: Phyllis Sweeney
Project Management Certificate Program
Welcome to Session 5-6 – Project Management Process Overview (Continued)
Instructor: Phyllis Sweeney

2. Session 5-6 Learning Objectives
The student will be able to:
Understand all of the Project Management processes
Define a change management process
Summarize program management processes
Project Management Certificate Program

3. Project Management Certificate Program
Project Management Processes
Initiation
Planning
Control
Execution
Closeout
Project Management Certificate Program

4. Project Management Certificate Program
Project Management Processes
Planning
Closing
Initiating
Executing
Monitoring and Controlling
Project Management Certificate Program

5. Project Management Process
INITIATION
PLANNING
EXECUTION
Monitoring and Controlling
Monitor progress or lack of
Manage changes
Revise project plan, if required
Close Out the Project
Project Management Certificate Program

6. What’s To Know About Change?
What makes change hard?
Let’s talk about Chelsea……
Elsa
Frank
Tom
Across the River: Sam and Larry
Rate from 1-5 – 1 Good, 5 Bad
Scene 1: Elsa has lost her love due to the river with the sharks. She needs to find a boat. She knows that Frank has a boat – goes to him, and he ignores her. Goes to Tom and he says, if you sleep with me, I’ll let you have the boat
Scene 2: Elsa spend the night and gets up first thing in the morning, gets the boat, and goes to find Larry. Larry slams the door on her.
Scene 3: She doesn’t know what to do so she goes to Sam. She tells Sam that she had to find a boat, Frank ignored her, Tom said he had to sleep with her, still no over the divorce after 14 years of marriage, he shoulbe be over it, they slept in separate beds, and she left first thing in the morning, Larry slammed the door, and Sam says didn’t Larry tell you about us?
What influenced you? Morales, data, heard/not heard, values, imagination, hallucination, male versus female
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7. Project Management Certificate Program
Control vs. Risk $
Control
Risk
Low
High
High Control - Low Risk
Low Control - High Risk
Balanced Approach
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8. Project Control Controlling Processes:
Ensuring that project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary
What is the difference between a corrective action and a workaround?
Corrective action – proactive – workaround – not fixing.
Project Management Certificate Program

9. Successful Project Control
Use project plan as the baseline
Monitor project progress versus plan on a regular basis
Use project milestones to measure “true” progress
Document project changes
Make sure changes are valid and necessary
Revise and update plan whenever project changes are approved
Monitor “trends”
Attack deviations as soon as possible
Baseline: The original plan plus or minus approved changes. Initial deliverable to which changes will be measured against as the project proceeds.
Project Management Certificate Program

10. Project Status Review Meeting
Frequency
Duration
Format
Attendees
Documentation
Project Management Certificate Program

11. Progress Reporting System
Project Status Reports
Current period
Cumulative project to date
Variance Reports
Exception reports with corrective action recommendations
“Red, Yellow, Green”
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12. Project Management Certificate Program
Progress Report
$ or % completion
Cost
Variance
Plan
Actual
Time
Schedule
Variance
Project Management Certificate Program

13. Do Project Reports Tell You Everything?
Why Reports Don’t Tell the Whole Story?
People leave out the “truth” – don’t want to be blamed
Don’t want to expose problems in public
Performance is often a subjective measurement
Project Management Certificate Program

14. Do Project Reports Tell You Everything?
The Truth is Out There
Informally review progress
Visit your team members. Manage by Walking Around (MBWA)
Ask to see their work products
Ask other project team members (Client, vendors, contractors, etc.)
Measure progress against a clearly defined milestone, not against a calculated percent completion
Project Management Certificate Program

15. Change Management Process
Change is inevitable
Change may be desired
Can cause substantial impact to the project and to the customer if due process is not applied
The Change Management Process:
Ensures that there is appropriate understanding, documentation, notification, and approval for all changes within appropriate variance levels.
These variance levels are determined on a project by project basis.
Encompasses the following three areas: scope, schedule, cost
Is in effect upon the baselining of a document or deliverable.
Use House example—new window, vs bedroom
Project Management Certificate Program

16. Project Management Certificate Program
Project Parameters
Scope
Quality
Cost
Time
Project Management Certificate Program

17. Change Control Reasons for Project Changes Project priority changes
Budget reduction
Scope underestimation
Original objectives have changed
So, if changes are obvious, why is it so difficult to do?
Remember, Chelsea…….
Project Management Certificate Program

18. Project Management Certificate Program
Change Control
Project Change Request
Recognize variance from project plan
Evaluate impact to baseline cost and schedule
Evaluate effect of “Do Nothing”
Why measure variances?
Catch deviations early
Allow early corrective actions
Detect trends (good or bad) in schedule and effort
Project Management Certificate Program

19. Project Management Certificate Program
Change Control
Project Change Impact Statement
Define change in detail
Determine overall project impact
Evaluate alternatives including “Do Nothing”
If change is approved, update plan ASAP
Inform all team members of changes
Project Management Certificate Program

20. Assignment #3 – Team Assignment Change Management Process
1. Assignment #3, due Session 6, October 20
Due in Session 6 (sent via to by 4:00 p.m.
3 Pages Maximum – 1 Page Maximum for Form, 2 Pages Max for Instructions
Team Name (Insert Name in Header) – List all team members
Develop a Change Management form that you would like to see in your organization and that the team plans to use for the project. It can be a 3-step, 4- step, or 5 – step approach. The team must then provide instructions as to how to fill out each step of the change form, including variance levels. An incomplete sample is provided on the following slides.
Assignment includes: 1) Form and 2) Instructions with Variance Levels
Project Management Certificate Program

21. Change Management Process
Three Major Steps:
Initiate
Determine impact to assess the change to the project
Assess
Five Major Steps:
Determine work to assess the change
Assess the impact to the project to make the change
Decision
Notify and Update
Project Management Certificate Program

22. Change Management Process
Step 1: Initiate Change: Explain change and cause of change.
Scope*
Schedule*
Cost*
Step 2: Determine effort to assess the change:
Step 3: Describe mitigation strategy and level of effort to implement:
What’s missing – approval signatures, what variance levels are used, etc.
Process is important for PMs to get a handle around, always difficult the first time, what are the variance levels?
*In instructions, include what the variance levels are that require sign-off:
Schedule: +/- Days
Scope: ??
Cost: ??
Project Management Certificate Program

23. Project Management Certificate Program
Closing Projects
Project Closeout:
Formalizing acceptance of the project or phase and bringing it to an orderly end
PMBOK: Those processes performed to formally terminate all activities of a project or phase, and transfer the completed product to others or close a cancelled project.
Project Management Certificate Program

24. Termination Components
Understand why the termination of the project is necessary
Understand how hard it is to kill projects
Plan for an organized death and mourning period
Analyze the most efficient method to kill the project
Learn from the process and project – document lessons learned
Salvage good components
Project Management Certificate Program

25. Factors in a Project Termination
Technology change/gap/obsolescence
Project team discord
Project management trap - PMM was inefficient and led to chaos
Loss of management interest and support
Original intent was lost in the shuffle (scope creep and change)
Loss of support from the beneficiaries - they have moved on
Disappearance of the need, including market shifts
Project Management Certificate Program

26. Project Termination Strategies
A sudden termination
Gradual and slow termination
Slowly strip resources, often politically the best, usually worst on the project team
Redirect attention to the area of choice and cut losses
Freeze the project - lock up files and reassign resources – possibly postpone or cancel
Project Management Certificate Program

27. Potential Costs of Stopping a Project
Public relations and political costs
Employee morale
Reassigning and/or terminating project staff
Costs of carrying project staff from a dead project
Developing alternatives for the current project
Mothballing in a manner the project can be restarted later
Keeping the project going until a logical stopping point
Penalties for canceling contracts and agreements
Determining what is salvageable
Disposing of the completed deliverables from the current project
Cost and storage of project equipment, materials
Dealing with impacts on downstream projects
Project Management Certificate Program

28. Project Close-out Steps
Confirm all deliverables are installed/delivered according to scope of work
Obtain client approval based on project completion criteria – get client sign-off and acceptance of project
Complete project documentation for historical records
Complete project management audit- Lessons Learned Report (Post Mortem)
Issue final project report
Release project staff to new assignments or reassignment to “home” organization
What are some other steps that might be taken?
Paying invoices, releasing equipment
Project Management Certificate Program

29. Project Management Certificate Program
Closing Projects
Small Projects
Meet with stakeholders
Confirm project deliverables are acceptable
Write meeting minutes for documentation
Issue memorandum stating project completion
Larger Projects
Formal “punchlist”
Multiple levels of approvals
Official project transfer to client
Formal “signoff” signatures
Project Management Certificate Program

30. Project Management Certificate Program
Types of Termination
Inclusion/Integration
Successful project
Project deliverables distributed
Accepted by project sponsor
Absorbed into organization, becomes part of standard procedure
e.g. - Building a new bank branch, new science curriculum in a school district
Murder
Unsuccessful project
Over budget & behind schedule
Project becomes obsolete or not needed
e.g. - WPPS nuclear plants
Project Management Certificate Program

31. Lessons Learned Template
Historical Summary of Project:
Positive Lessons Learned:
Areas for Improvement: (Include audit results)
Metrics:
Number of Change Requests:
Reasons Why:
Project Management Certificate Program

32. Project Management Lifecycle Phases
In Your Teams, document:
What are the 5 phases?
What are the major activities for each phase?
What are the major deliverables for each phase?
Project Management Certificate Program

33. Five Phase Approach -- Review
Process
Scope
Plan
Execute
Monitor/
Control
Closeout
Activities:
State Problem
Est Goal
Define Objectives
Id Success Criteria
Id Assump./Risks/
Constraints
Deliverables
POS
Project Management Certificate Program

34. Project Management Certificate Program
Module 1 Summary
Understand what a project is
Identify the project management processes
Understand the difference between a project lifecycle and project management processes
Work in your teams
Have a POS in place
Project Management Certificate Program