1. Project Management Training
Managing Enterprise Processes
Aligning Resources
Providing Data-Informed Analyses
Project Management Training
Building Project Execution Capabilities at the FBI
Day 1
Resource Planning Office
June 19, 2013
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2. MODULE 1 UNCLASSIFIED UNCLASSIFIED Notes:
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3. INTRODUCTION UNCLASSIFIED UNCLASSIFIED Notes:
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4. Introductions & Expectations
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Introductions & Expectations
Thank you for coming. Please let us know the following:
Your name
Your organization
Your level of project management experience:
No experience in PM (never touched a project before)
Limited experience in PM (been on a few projects)
Experienced in PM (been on and/or led several projects)
Expert in PM (regularly run complex projects)
What you would like to learn from this course
Welcome to Resource Planning Office’s (RPOs) course on project management. We’re glad you’re here to improve your knowledge of effective project management practices.
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Course Objectives
Build skills as FBI managers leading projects by helping you understand project management principles.
Develop the organizational capability at the FBI for project management by providing a standardized way of executing projects.
Increase the use of critical project management tools.
Improve completion rates and outcomes for key projects at the FBI.
The four course objectives presented above can be translated into one key outcome: improved project execution throughout the entire FBI.
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6. High Level Course Outline
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High Level Course Outline
Module 1: 9:00-11:00
Module 3: : 9:00-11:00
Introduction
Project Management Background
PM Group Discussion: Initiate
PM Exercise:
Completing the Project Approval Form
PM Process Group Review
PM Group Discussion: Execute & Monitor
PM Exercise:
Creating a Communication Template
Reporting Progress
Module 2: 1:30-3:30
Module 4: 1:30-3:30
PM Process Group Review
PM Group Discussion: Plan
PM Exercise:
Completing a Work Breakdown Structure and a Project Schedule
PM Process Group Review
PM Group Discussions: Close
PM Exercises:
Capturing Lessons Learned
The four two hour modules highlighted above will be presented over two days. The intent is to cover in some depth the specifics of each major project management process group. We’ll learn more about these later.
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7. Tips to Using this Guidebook
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Tips to Using this Guidebook
Bright Idea. An idea or tip worth considering for your organization Pitfall. Something that could take you or your team off track. Key Form. An essential form to be used in the project management process. Additional Information. Source for more information on this topic.
In order to help successfully navigate this course, we’ve identified a few simple icons you’ll see throughout the guidebook. When you come across one of these, be sure to make a mental note of the important message being conveyed.
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8. PROJECT MANAGEMENT BACKGROUND
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PROJECT MANAGEMENT BACKGROUND
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9. The Project Management Triangle
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The Project Management Triangle
The Project Management Triangle1
MONEY
TIME
SCOPE
Projects—like any undertaking—must be performed under certain constraints. Traditionally, these constraints have been listed as “scope”, “time” and “cost”. Together, these are referred to as the “Project Management Triangle” where each side represents a constraint. One side of the triangle cannot be changed without affecting the others. Effective project teams manage them all simultaneously.
Source: 1Kerzner, H., Project Management: A Systems Approach to Planning, Scheduling and Controlling.
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10. Project Management Today
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Project Management Today
The Project Management Institute (PMI) is the recognized professional organization that captures and communicates standards associated with project management
Maintains the Project Management Body of Knowledge (PMBOK)
Tests for and confers the Project Management Professional (PMP) designation
Advances research and practice on project management globally
Any meaningful training or education pertaining to project management should be grounded in the PMBOK.
Did you know that PMI has over 700,000 members, credential holders and volunteers around the world? Also, project management is one of the fastest growing professional fields today. Competent and capable project managers are in high demand in virtually every organization. Your skills and value as an employee are going up by being here!
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11. Top Reasons Why Projects Fail
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Top Reasons Why Projects Fail
A project is considered a failure when it has not delivered what was required, in line with expectations. There are several common causes of failure:
The wrong business requirements have been addressed
It's not possible to deliver the business case
Governance is poor (e.g. sponsorship)
Implementation is poor (i.e. limited discipline)
The environment changes (e.g. business needs)
All of these reasons for failure can be controlled by good project management!
Think about projects that have been challenged in your organization. What were the major causes (consult the list above)? Could those challenges have been avoided? Would a more concerted focus on the areas highlighted above made a difference?
Source: Mindtools, Ltd, 2013
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12. Basic Project Management Definitions
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Basic Project Management Definitions
Project: A temporary endeavor undertaken to create a unique product, service or results.
Key Point: Temporary and Unique
Project Management: The application of knowledge, skills, tools and techniques to project activities to meet the project requirements.
Key Point: Specialized Knowledge
Project Management Process Group: The collection of constituent project management processes that are linked by respective inputs and outputs where the results or output of one process becomes the input to another.
Key Point: Five Process Groups
Portfolio Management: A collection of projects and other work, grouped to facilitate effective management to meet strategic business objectives.
Key Point: Group of Projects
Project Management 1 2 3 4 5
Project Management Process Group
New Case System 1 2 3 4 5
Leader Curriculum 1 2 3 4 5
Deploy IPM 1 2 3 4 5
“Going Dark” 1 2 3 4 5
SMS Refresh
Project
It’s important to understand basic terminology when it comes to project management—especially the definition of a project. What’s important about a project given the definition? Also, remember a project is not a program which is an ongoing requirement.
Portfolio
Source: Project Management Institute, Project Management Body of Knowledge, Fourth Edition.
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13. Project Management Process Groups
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Project Management Process Groups
There are five project management process groups:
Initiating Processes: performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Planning Processes: required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
Executing Processes: performed to complete the work defined in the project management plan to satisfy the project specifications.
Monitoring and Controlling Processes: required to track, review, and regulate the progress and performance of the projects; identify any areas which changes to the plan require; and initiate the corresponding changes.
Closing Processes: performed to finalize all activities across all process groups to formally close the project or phase.
The project management process groups are part of every project. They are not project phases per se; however they are performed however in the same sequence on every project.
Which of these project management process groups does the FBI do well?
Source: Project Management Institute, Project Management Body of Knowledge, Fourth Edition.
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14. Project Management Process Groups
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Project Management Process Groups
Using the five project management process groups as a backdrop, we will focus on critical tools needed to improve FBI project management effectiveness. The tools we encourage you to use are listed in red.
Initiate
Plan
Execute
Monitor
Close
Analyze the project to determine if it benefits the Bureau
Outline the work to be performed and create a plan to manage the project
Resources are distributed and work is performed
Track the status of the project, risks, issues and adjust work as needed
Evaluate the project to highlight successes and lessons learned
Project Approval Form
Problem Definition Worksheet
ROI Calculator
Project Management Plan
WBS/Project Schedule
Communications Management Plan
Risk Management Plan/Risk Register
Procurement Management Plan
Resource Calendars
Team Roles
Project Status Report
Project Metrics
Change Request
Lessons Learned Form
Overview
Tools / Templates
Within each of the PM process groups we will focus on the tools and templates needed to successfully execute projects at the FBI.
Source: Project Management Institute, Project Management Body of Knowledge, Fourth Edition.
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15. PROJECT MANAGEMENT PROCESS GROUP
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PROJECT MANAGEMENT PROCESS GROUP
Initiate
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16. Importance of Project Initiation
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Importance of Project Initiation
Initiating a project is a critical first step in getting the project started. During initiation the following activities generally occur:
Evaluating the ‘business need’ or ‘business case’ for the project;
Agreeing on a general approach for the project;
Identifying people that will be involved with or affected by the project;
Considering the project documentation to be prepared;
Deciding whether or not to develop a detailed project plan.
When initiating a project two basic questions should be addressed:
Should we do it?—are the benefits are worth the costs?
Can we do it?—is the project technically feasible? Are the resources needed available?
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Discussion Question ?
Discussion Question: What do you think the most critical activities are in project initiation?
As noted on the previous slide, there are many critical activities that occur during project initiation. Based on your experience, which are the most important ones?
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18. Critical Initiation Activity: Project Approval
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Critical Initiation Activity: Project Approval
Before any project is launched—regardless of size—it should be completely understood and approved by the executive accountable for its success. Why is gaining approval so important? There are several reasons:
There needs to be agreement among stakeholders of what the ultimate objective of the project is;
2. The full requirements of the project are completely understood in advance of launch;
3. All of the pertinent initiation information such as intent, description, known issues, risks, stakeholders, major milestones, cost data and team information should be identified and fully considered.
The old saying, “an ounce of prevention is worth a pound of cure” goes double in project management. Many of the challenges projects face can be identified upfront if proper initiation is done. Unfortunately many project leaders do not take the time to fully consider the project and its resources. A well thought out initiation will help ensure a project stays on track.
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