1. Project Management Education
The Define Phase

2. Agenda Introductions Project Management Review The Concept Phase
Project Initiation
Stakeholders and Scope Definition
How to Develop a Project Charter
Wrap-up

3. Introductions Name Department Number of years at ILICO
Number of projects you have managed
Average size of project you have managed
Course expectations
Ice breaker
Introduce yourself and other instructor prior to asking class to introduce themselves
By asking the number and size of projects the participants have managed, you get a good idea of the experience of the class. This will help you gauge the speed of going through the course material.
Capture course expectations on on a flip chart. At the end of the 2 day class, as part of the wrap-up, refer back to captured expectations, review each expectation and ask class if that expectation was met.
One instructor should write the expectations on a flip while the other polls the class for introduction information
Ice breaker examples:
most fun thing you have done the past year
describe favorite vacation
describe the person sitting to your left as an animal you most think matches that persons personality

4. Ground Rules Level Playing Field (titles left at the door)
One conversation at a time
Respect opinions of others
No beating a dead horse
Come back from breaks ON TIME
Have FUN

5. Course Objectives - to Understand:
What is the Concept Phase
How to Initiate a project
Project stakeholders
How to define scope
How to create a Charter
Understand characteristic of a project
will define what a project is, give examples of different types of projects
Understand characteristics of a project manager
define project management
review traits that project managers need to possess
4 components of PMI project management
review and give examples of the 4 components
9 areas of PMI project management
will review and give examples of 9 areas
How does project management operate within an organizational structure
will review the different types of organizational structures and how project management techniques differ in each type of organization
How to define a project
will present a case study and class will develop project initiation, project charter and SOW documents using ILICO standards
Use WBS as a project management tool
introduce the concept of work breakdown structure, walk through examples, create WBS structures for case study, translate WBS to a detail project plan

6. Student Objectives What are your objectives?
Ask the class what their objectives are. Write them on a flip chart to go over at the end of the class to see if their objectives were met.

7. Project Management Review

8. Definitions
A project is “a temporary endeavor undertaken to create a unique product or service”
Project management is “the application of knowledge, skills tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project”
Examples of projects:
This class is a small project
Class is offering a unique service and is a temporary endeavor - it lasts two days.
This class is customized for ILICO and therefore distinguishes itself from other courses
Homeowner project (remodel basement)
Longer timeline, more involved
still has all the characteristics of a project

9. Characteristics of a Project Manager
Communication skills
Facilitation skills
Leadership skills
Organizational skills
Negotiating skills
Project Management Technical skills
Notice that 5 out of 6 project management characteristics are soft skills.

10. Project Lifecycle Concept Define Develop Deliver
Project or phase is approved
in order to proceed
Define
As the execution is controlled, it may require additional planning
Plan developed for execution
Develop
Controlling
Processes
Executing
Processes
Plan is executed and Controlled
Stress understanding that every industry or department has its own lifecycle.
Industry specific lifecycles: Accounting, Manufacturing
Department lifecycle: Accounts receivable
Ask class if anyone is working on a project that has a defined lifecycle?
Can usually relate all life cycles to the generic life cycle (may refer to previous slide)
Concept Phase
Initiation and Charter
Define Phase
Project Plan
Project Schedule
Design Documents
Develop Phase
Creation of the Product
Testing
Deliver Phase
Implementation and/or Delivery of the product
Post-Implementation Review of the Project
Stress the importance that the project management processes are “never ending” each process is initiated or reviewed during all phases of the project lifecycle
Stress how interactive the processes are.
A project is distinguished by the initiating and closing processes - otherwise it is not a project.
Feedback in both directions
Plan and execution
has been controlled
Plan is successfully executed
Deliver

11. 9 PMI PM Knowledge Areas Scope Time Cost Risk Quality Human Resource
Communications
Procurement/Contract
Project Integration
Again, most people think of “Scheduling” when you say project management. Project Management is a collection of bodies of Knowledge that include (those listed)
Tell class that we are going to briefly cover all of the Bodies of Knowledge, but we are going to focus more on Scope and Time Management, over the next day

12. Triple Constraint
As project managers, we are always trying to manage the constraints of product, schedule, and budget
Product
… The “Triple Constraint”
Stress the point that it is very easy for a project manager to isolate one specific constraint and manage it very easily, it becomes more difficult when all constraints have impacts and implications to others
Best to prioritize these at the beginning of the project with the sponsor - cannot have all 3. If time and quality are key - it will be expensive. If cost is most important, time or quality may suffer, etc.
Schedule
Budget

13. The Concept Phase - Review
Identified the Scope and Objectives
Initiated the Project
Analyzed Project Stakeholders
Prepared High Level Estimates
Created the Project Charter
Did Initial Resource Planning

14. The Define Phase - Review
Created Specific Design Documents Needed to Guide the Project
Identified the Project Activities
Estimated Activity Durations
Identified Activity Dependencies
Developed the Project Schedule
Identified the Critical Path and Created the Project Baseline

15. Develop Phase Interaction
Concept
Project or phase is approved
in order to proceed
Define
As the execution is controlled, it may require additional planning
Plan developed for execution
Develop
Controlling
Processes
Executing
Processes
Plan is executed and Controlled
In the develop phase two simultaneous processes are happening:
Project Execution and Project Control
Feedback in both directions
Plan and execution
has been controlled
Plan is successfully executed
Deliver

16. Executing Processes Execution = What Control = How
Closure = How do you know you are done

17. The Develop Phase
Project Control

18. Controlling Processes
Execution = What
Control = How
Closure = How do you know you are done

19. Performance Reporting - Definition
Involves collecting and disseminating performance information in order to provide stakeholders with information about how resources are being used to achieve project objectives. This includes Status Reporting, Progress Reporting & Forecasting.
Inputs
Tools & Techniques
Outputs
1. Project plan
2. Work results
3. Other project
records
1. Performance reviews
2. Variance analysis
3. Trend analysis
4. Earned value analysis
5. Information
distribution tools and
techniques
1. Performance reports
2. Change requests
Tools & Techniques:
Performance reviews - meetings held to assess project status or progress.
Variance analysis - comparing actual project results to planned or expected results. Cost and schedule variances are the most frequently analyzed, but variances from plan in the areas of scope, quality and risk are often of equal or greater importance.
Trend analysis - examining project results over time to determine if performance is improving or deteriorating.
Earned value analysis - The most commonly used method of performance measurement. It integrates scope, cost and schedule measures to help the project management team assess project performance.
Information distribution tools & techniques
Outputs:
Performance reports - organize and summarize the information gathered and present the result of any analysis. Reports should provide the kinds of information and the level of detail required by various stakeholders as documented in the communications management plan.
Change requests - analysis of project performance often generates a request for a change to some aspect of the project. These change request are handled as described in the various change control processes.

20. Performance Reporting - Includes
Performance reporting should generally provide information on scope, schedule, cost and quality.
Many projects also require information on risk and procurement. Reports may be prepared comprehensively or on an exception basis.

21. Performance Reporting - Tools & Techniques
Performance reviews - meetings held to assess project status or progress.
Variance analysis - comparing actual project results to planned or expected results. Cost and schedule variances are the most frequently analyzed, but variances from plan in the areas of scope, quality and risk are often of equal or greater importance.
Trend analysis - examining project results over time to determine if performance is improving or deteriorating.

22. Performance Reporting - Tools & Techniques
Earned value analysis - The most commonly used method of performance measurement. It integrates scope, cost and schedule measures to help the project management team assess project performance.
Information distribution tools & techniques

23. Performance Reporting - Outputs
Performance reports - organize and summarize the information gathered and present the result of any analysis. Reports should provide the kinds of information and the level of detail required by various stakeholders as documented in the communications management plan.
Change requests - analysis of project performance often generates a request for a change to some aspect of the project. These change request are handled as described in the various change control processes.

24. ILICO Project Status Report

25. Class Role Play - Status Meeting
Hand out question sheet to a student and have them ask you the questions. Your answers in the good and bad example will demonstrate your points.
Bad Status Meeting Role Play:
Class facilitators show how not to run a project status meeting.
No agenda
Doesn’t know status of project
Stakeholder concerns
Status of issues
How are you addressing a resource quitting (PM doesn’t even know employee quit)
Ask class why it went wrong
Good Status Meeting Role Play:
Class facilitators show how to run a project status meeting
Give agenda, know status of project, stakeholder concerns, status of issues, how are you addressing a resource quitting
Ask class why it went well

26. Issues Management - Definition
Involves recording, organizing and prioritizing project issues that affect cost or schedule and maintaining a current status on each issue through its resolution.
Inputs
Tools & Techniques
Outputs
1. Project plan
2. Project Issues
3. Decision & Approval authority structure
1. Issue logging system
2. Status meetings
3. Issue routing & approval matrix
4. Issue resolution procedures
1. Up-to-date issue log
2. Resolved issues
Tools & Techniques:
Issues Logging System - Can be an MS Word table or a powerful database. The key is to assign ownership and follow-up on aging and links to tasks
Status Meetings - Issues and issue status should be a part of routine status discussions
Issue Approval & Routing Matrix - The team should be clearly aware of which stakeholders and project team members need to provide input and approval
Issue Resolution Procedures - These procedures should clearly document how the logging system, status meetings and approval process work together
Outputs:
Up-to-date Issue Log - issues can lead to scope changes or risk responses. An up-to-date issues log provides for effective communication, documentation and progress management
Resolved Issues - timeliness in resolving project issues will keep the project on track and help contain time delays and cost increases

27. Issues Management - Tools & Techniques
Issues Logging System - Can be an MS Word table or a powerful database. The key is to assign ownership and follow-up on aging and links to tasks.
Status Meetings - Issues and issue status should be a part of routine status discussions.
Issue Approval & Routing Matrix - The team should be clearly aware of which stakeholders and project team members need to provide input and approval.
Issue Resolution Procedures - These procedures should clearly document how the logging system, status meetings and approval process work together.

28. Issues Management - Outputs
Up-to-date Issue Log - issues can lead to scope changes or risk responses. An up-to-date issues log provides for effective communication, documentation and progress management.
Resolved Issues - timeliness in resolving project issues will keep the project on track and help contain time delays and cost increases.

29. Issues Management - ILICO Issues Form

30. Class Exercise - Issues Management
You have 15 minutes to use the ILICO issue template to document two issues related to your project
We will take 10 minutes to discuss your answers
Take aways
Understand critical path and total float

31. Overall Change Control - Definition
Concerned with influencing the factors which create changes to ensure that changes are beneficial; determining that a change has occurred; and managing the actual changes as they occur
Inputs
Tools & Techniques
Outputs
1. Project plan
2. Performance reports
3. Change requests
1. Change control
system
2. Configuration mgmt
3. Performance
measurement
4. Additional planning
5. Project management
information system
1. Project plan updates
2. Corrective action
3. Lessons learned
Tools & Techniques:
Configuration management - is any documented procedure used to apply technical and administrative direction and surveillance to:
Identify and document the functional and physical characteristics of an item or system.
Control any changes to such characteristics
Record and report the change and its implementation status
Audit the items and system to verify conformation to requirements
A subset of the change control system used to ensure that the description of the project product is correct & complete.
Performance measurement - such as earned value help to assess whether variances from the plan require corrective action.
Additional planning - Projects seldom run exactly according to plan. Prospective changes may require new or revised cost estimates, modified activity sequences, analysis of risk response alternatives, or other adjustments to the project plan.
Project management information system
Outputs:
Project plan updates - any modification to the contents of the project plan or the supporting detail. Appropriate stakeholders must be notified as needed.
Corrective action - anything done to bring expected future project performance into line with the project plan.
Lessons learned - the causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned should be documented so that they become part of the historical database for both this project and other projects of the performing organization

32. Overall Change Control - Requires
Maintaining the integrity of the performance measurement baselines
All approved changes should be reflected in the project plan, but only project scope changes will affect the performance measurement baselines.
Ensuring that changes are reflected in the definition of the project scope.
Coordinating changes across knowledge areas.
For example, a proposed schedule change will often affect cost, risk, quality and staffing.

33. Overall Change Control - Tools & Techniques
Configuration management - is any documented procedure used to apply technical and administrative direction and surveillance to:
Identify and document the functional and physical characteristics of an item or system.
Control any changes to such characteristics
Record and report the change and its implementation status
Audit the items and system to verify conformation to requirements
A subset of the change control system used to ensure that the description of the project product is correct & complete.

34. Overall Change Control - Tools & Techniques
Performance measurement - such as earned value help to assess whether variances from the plan require corrective action.
Additional planning - Projects seldom run exactly according to plan. Prospective changes may require new or revised cost estimates, modified activity sequences, analysis of risk response alternatives, or other adjustments to the project plan.
Project management information system

35. Overall Change Control - Outputs
Project plan updates - any modification to the contents of the project plan or the supporting detail. Appropriate stakeholders must be notified as needed.
Corrective action - anything done to bring expected future project performance into line with the project plan.
Lessons learned - the causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned should be documented so that they become part of the historical database for both this project and other projects of the performing organization.

36. Scope Change Control - Definition
Concerned with:
Influencing the factors that create scope changes to ensure changes are beneficial
Determining that a scope change has occurred
Managing the actual changes when and if they occur
Inputs
Tools & Techniques
Outputs
1. Work breakdown
structure
2. Performance reports
3. Change requests
4. Scope management
plan
1. Scope change control
system
2. Performance
measurement
3. Additional planning
1. Scope changes
2. Corrective action
3. Lessons learned
Tools & Techniques:
Scope change control system - defines the procedures by which the project scope may be changed. It includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.
Performance measurement - help to assess the magnitude of any variations which do occur. An important part of scope change control is to determine what is causing the variance and to decide if the variance requires corrective action.
Additional planning - scope changes may require modifications to the WBS or analysis of alternatives
Outputs:
Scope changes - any modification to the agreed upon project scope as defined by the approved WBS. Scope changes often require adjustments to cost, time, quality or other project objectives.
Corrective action - anything done to bring expected future project performance into line with the project plan.
Lessons learned - The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from scope change control should be documented.

37. Scope Change Control - Tools & Techniques
Scope change control system - defines the procedures by which the project scope may be changed. It includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.
Performance measurement - help to assess the magnitude of any variations which do occur. An important part of scope change control is to determine what is causing the variance and to decide if the variance requires corrective action.
Additional planning - scope changes may require modifications to the WBS or analysis of alternatives.

38. Scope Change Control - Outputs
Scope changes - any modification to the agreed upon project scope as defined by the approved WBS. Scope changes often require adjustments to cost, time, quality or other project objectives.
Corrective action - anything done to bring expected future project performance into line with the project plan.
Lessons learned - The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from scope change control should be documented.

39. ILICO Scope Change Form

40. Class Exercise - Scope Change
Each team will have 15 minutes to document two scope changes as it relates to there project using the ILICO scope change template
We will take 5 minutes to discuss your answers
Hi-light critical path analysis and affect on other concurrent project tasks.d

41. Schedule Control - Definition
Concerned with:
Influencing the factors that create schedule changes to ensure they are beneficial
Determining that the schedule has changed
Managing the actual changes when and as they occur
Inputs
Tools & Techniques
Outputs
1. Project schedule
2. Performance reports
3. Change requests
4. Schedule
management plan
1. Schedule change
control system
2. Performance
measurement
3. Additional planning
4. Project management
software
1. Schedule updates
2. Corrective action
3. Lessons learned
Tools & Techniques:
Schedule change control system - defines the procedures by which the project schedule may be changed. It includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.
Performance measurement - help to assess the magnitude of any variations which do occur. An important part of schedule change control is to decide if the schedule variation requires corrective action.
Additional planning - scope changes may require new or revised activity duration estimates, modified activity sequences, or analysis of alternative schedules.
Project management software - MS Project
Crashing - “Taking action to decrease the total project duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost” (PMBOK).
Fast-Tracking - “Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction.” (PMBOK)
Outputs:
Schedule updates - any modification to the schedule information which is used to manage the project. Appropriate stakeholders must be notified as needed.
Corrective action - anything done to bring expected future schedule performance into line with the plan.
Lessons learned - The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from schedule control should be documented.

42. Schedule Control - Tools & Techniques
Schedule change control system - defines the procedures by which the project schedule may be changed. It includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.
Performance measurement - help to assess the magnitude of any variations which do occur. An important part of schedule change control is to decide if the schedule variation requires corrective action.
Additional planning - scope changes may require new or revised activity duration estimates, modified activity sequences, or analysis of alternative schedules.

43. Schedule Control - Tools & Techniques
Project management software - MS Project
Crashing - “Taking action to decrease the total project duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost” (PMBOK).
Fast-Tracking - “Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction.” (PMBOK)
“Crashing” and “Fast-Tracking” are techniques used by project managers to maximize the execution of a project for schedule purposes only. We need to stress that sometimes using these methods, the costs of doing this work is usually increased.

44. Schedule Control - Outputs
Schedule updates - any modification to the schedule information which is used to manage the project. Appropriate stakeholders must be notified as needed.
Corrective action - anything done to bring expected future schedule performance into line with the plan.
Lessons learned - The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from schedule control should be documented.

45. Re-roofing Schedule Change Example
Using old roofing NLD, change duration parameters of a task
Recalculate float and critical path

46. Class Exercise - Schedule Change
Each team will have 15 minutes to evaluate two task duration changes. Recalculate the ES-EF/LF-SL and total float parameters
We will take 10 minutes to discuss your answers
Hi-light critical path analysis and affect on other concurrent project tasks.d

47. Cost Control - Definition
Concerned with:
Influencing the factors that create changes to ensure changes are beneficial
Determining that the cost baseline has changed
Managing the actual changes when and if they occur
Inputs
Tools & Techniques
Outputs
1. Cost baseline
2. Performance reports
3. Change requests
4. Cost management
plan
1. Cost change control
system
2. Performance
measurement
3. Additional planning
4. Computerized tools
1. Revised cost
estimates
2. Budget updates
3. Corrective action
4. Estimate at
completion
5. Lessons learned
Tools & Techniques:
Cost change control system
Defines the procedures by which the cost baseline may be changed
Includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.
Performance measurement
Helps to assess the magnitude of any variations
Determine root cause and to decide if corrective action is required
Additional planning
Scope changes may require revised cost estimates or analysis of alternatives.
Computerized tools
PM software
Spreadsheets
Outputs:
Revised cost estimates - modifications to the cost information used to manage the project. Appropriate stakeholders must be notified as needed.
Budget updates - changes to an approved cost baseline. Generally revised only in response to scope changes.
Corrective action - anything done to bring expected future project performance into line with the project plan.
Estimate at completion - forecast of total project costs.
Lessons learned - The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from cost control should be documented.

48. Cost Control - Definition
Includes:
Monitoring cost performance to detect variances from plan
Ensuring that all appropriate changes are recorded accurately in the cost baseline
Preventing incorrect, inappropriate, or unauthorized changes from being included in the cost baseline
Informing appropriate stakeholders of authorized changes
Cost control searches out the “whys” of both positive and negative variances.

49. Cost Control - Tools & Techniques
Cost change control system
Defines the procedures by which the cost baseline may be changed
Includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.
Performance measurement
Helps to assess the magnitude of any variations
Determine root cause and to decide if corrective action is required
Additional planning
Scope changes may require revised cost estimates or analysis of alternatives.
Computerized tools
PM software
Spreadsheets

50. Cost Control - Outputs
Revised cost estimates - modifications to the cost information used to manage the project. Appropriate stakeholders must be notified as needed.
Budget updates - changes to an approved cost baseline. Generally revised only in response to scope changes.
Corrective action - anything done to bring expected future project performance into line with the project plan.
Estimate at completion - forecast of total project costs.
Lessons learned - The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from cost control should be documented.

51. ILICo Cost Management Worksheet
The ILICo Cost Management Worksheet is used for larger projects that have their own cost center
For smaller projects the Project Manager must manage and report on costs, but may have to pull the information from specific cost center reports

52. Re-roofing Cost Control Example
Using the re-roofing project as a basis, show an example of the project budget.
Materials
Labor
Insurance? - Supplemental for friends falling off the roof?
Scope and schedule changes usually also have an effect on project cost

53. Project Quality Control

54. Project Quality Recap
Quality Planning - Identifying which quality standards are relevant to the project, and determining how to satisfy them.
Quality Assurance - The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant standards.
Quality Control - The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

55. ILICo Project Quality
ILICo does not have universal project quality standards or advanced tools and templates
We have successfully used test plans for software projects as the basis for quality control
Successful project teams will identify relevant standards and test for quality in the deliverables of the project and experience only small amounts of re-work resulting from quality problems

56. Quality Control - Definition
Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results.
Inputs
Tools & Techniques
Outputs
1. Work results
2. Quality management
plan
3. Operational
definitions
4. Checklists
1. Inspection
2. Control charts
3. Pareto diagrams
4. Statistical sampling
5. Flowcharting
6. Trend analysis
1. Quality improvement
2. Acceptance decisions
3. Rework
4. Completed checklists
5. Process adjustments
Tools & Techniques:
Inspections - activities such as measuring, examining, and testing undertaken to determine whether results conform to requirements.
Control charts - a graphic display of the results, over time, of a process. They are used to determine if the process is “in control”.
Pareto diagrams - a histogram, ordered by frequency of occurrence, that shows how many results were generated by type or category of identified cause.
Statistical sampling - involves choosing part of a population of interest for inspection. Appropriate sampling can often reduce the cost of quality control.
Flowcharting - Used in quality control to help analyze how problems occur.
Trend analysis - using mathematical techniques to forecast future outcomes based on historical results. Trend analysis is often used to monitor:
Technical performance - how many errors or defects have been identified, how many remain uncorrected
Cost and schedule performance - how many activities per period were completed with significant variances
Outputs:
Quality improvement - action to increase the effectiveness and efficiency of the project to provide added benefit to the project stakeholders.
Acceptance decisions - either accepted or rejected
Rework - action taken to bring a defective or non-conforming item into compliance with requirements or specifications. Rework, especially unanticipated rework, is a frequent cause of project overruns.
Completed checklists - part of the project’s records
Process adjustments - involve immediate corrective or preventative action as a result of quality control.

57. Quality Control - Definition
The project management team should have a working knowledge of statistical quality control, especially sampling and probability, to help them evaluate quality control outputs. Among other subjects, they should know the differences between:
Prevention (keeping errors out of the process) and inspection (keeping errors out of the hands of the customer)
Attribute sampling (the result conforms or it does not) and variables sampling (the result is rated on a continuous scale that measures degree of conformity)
Special causes (unusual events) and random causes (normal process variation)
Tolerances (the result is acceptable if it falls within the range specified by the tolerance) and control limits (the process is in control if the result falls within the control limits)

58. Quality Control - Tools & Techniques
Inspections - activities such as measuring, examining, and testing undertaken to determine whether results conform to requirements.
Control charts - a graphic display of the results, over time, of a process. They are used to determine if the process is “in control”.
Pareto diagrams - a histogram, ordered by frequency of occurrence, that shows how many results were generated by type or category of identified cause.

59. Quality Control - Tools & Techniques
Statistical sampling - involves choosing part of a population of interest for inspection. Appropriate sampling can often reduce the cost of quality control.
Flowcharting - Used in quality control to help analyze how problems occur.
Trend analysis - using mathematical techniques to forecast future outcomes based on historical results. Trend analysis is often used to monitor:
Technical performance - how many errors or defects have been identified, how many remain uncorrected
Cost and schedule performance - how many activities per period were completed with significant variances

60. Quality Control - Outputs
Quality improvement - action to increase the effectiveness and efficiency of the project to provide added benefit to the project stakeholders.
Acceptance decisions - either accepted or rejected
Rework - action taken to bring a defective or non-conforming item into compliance with requirements or specifications. Rework, especially unanticipated rework, is a frequent cause of project overruns.
Completed checklists - part of the project’s records
Process adjustments - involve immediate corrective or preventative action as a result of quality control.

61. Risk Response Control - Definition
Involves executing the risk management plan in order to respond to risk events over the course of the project. When changes occur, the basic cycle of identify, quantify, and respond is repeated.
Inputs
Tools & Techniques
Outputs
1. Risk management
plan
2. Actual risk events
3. Additional risk
identification
1. Workarounds
2. Additional risk
response development
1. Corrective action
2. Updates to risk
management plan
Tools & Techniques:
Workarounds - unplanned responses to negative risk events. Workarounds are unplanned only in the sense that the response was not defined in advance of the risk occurring.
Additional risk response development - If the risk event was not anticipated, or the effect is greater than expected, the planned response may not be adequate, and it will be necessary to repeat the response development process and perhaps the risk quantification process as well.
Outputs:
Corrective action - consists primarily of performing the planned risk response.
Updates to the risk management plan - as anticipated risk events occur or fail to occur, and as actual risk event effects are evaluated, estimates of probabilities and value, as well as other aspects of the risk management plan should be updated.

62. Risk Response Control - Tools & Techniques
Workarounds - unplanned responses to negative risk events. Workarounds are unplanned only in the sense that the response was not defined in advance of the risk occurring.
Additional risk response development - If the risk event was not anticipated, or the effect is greater than expected, the planned response may not be adequate, and it will be necessary to repeat the response development process and perhaps the risk quantification process as well.

63. Risk Response Control - Outputs
Corrective action - consists primarily of performing the planned risk response.
Updates to the risk management plan - as anticipated risk events occur or fail to occur, and as actual risk event effects are evaluated, estimates of probabilities and value, as well as other aspects of the risk management plan should be updated.

64. Re-roofing Risk Response Example
The risk response metrics is a useful tool in identifying risks and assessing the impact to a project.
When risks are assessed, there is some objectivity involved in determining the likelyhood and consequence. We try to get as much information as we can to make the appropriate judgment of each risk.

65. Class Exercise - Risk Response
You have 20 minutes to evaluate a series of risks associated to your project
Complete the risk-response matrix
We will take 10 minutes to discuss your answers
Hi-light critical path analysis and affect on other concurrent project tasks.d

66. Status Report Form

67. Class Exercise - Project Status Report
You have 60 minutes to write a status report for your project including the issues, scope change, and risk-response matrices
Each team should also conduct a project status tracking meeting according to ILICo standard agenda

68. Class Wrap-Up

69. Course Objectives - Review
What is the Concept Phase
How to Initiate a project
Project stakeholders
How to define scope
How to create a Charter
Understand characteristic of a project
will define what a project is, give examples of different types of projects
Understand characteristics of a project manager
define project management
review traits that project managers need to possess
4 components of PMI project management
review and give examples of the 4 components
9 areas of PMI project management
will review and give examples of 9 areas
How does project management operate within an organizational structure
will review the different types of organizational structures and how project management techniques differ in each type of organization
How to define a project
will present a case study and class will develop project initiation, project charter and SOW documents using ILICO standards
Use WBS as a project management tool
introduce the concept of work breakdown structure, walk through examples, create WBS structures for case study, translate WBS to a detail project plan

70. Wrap Up Student Objectives
Did we meet your objectives?
Go through the flip chart at the end of the class to see if their objectives were met.

71. / Chart What was good about the class? What could be improved?
What could be changed to make the class better?

72. Thank You!
Please fill out the class evaluation and give it to the instructor before you leave!