1. Prof. Roy Levow Session 2

2.  Define the Project  Develop a Detailed Plan  Launch the Plan  Monitor / Control Project Progress  Close Out the Project

4.  Critical Step  Often Underrated  State Problem / Opportunity  Establish Project Goal  Define Project Objectives  Identify Success Criteria  List Assumptions, Risks, Obstacles

5.  Determine details of project  Identify Project Activities  Estimate Activity Durations  Determine Resource Requirements  Construct / Analyze Project Network  Prepare Project Proposal

6.  Detailed description of each work activity  Resources required for each activity  Schedule (start / end) dates for each activity  Estimated cost and completion date for project  Many questions to answer and options to consider  Take into account unplanned variations

7.  Recruit and Organize Project Team  Establish Team Operating Rules  Level Project Resources  Document Work Packages  Monitoring and Control Processes  Establish Progress Reporting System  Set up Change Control Tools / Process  Define Problem Escalation Process  Monitor Project Progress Against Plan  Revise Project Plan

8.  Obtain Client Acceptance  Install Project Deliverables  Complete Project Documentation  Complete Post-Implementation Audit  Lessons Learned  Celebrate

10.  Use Linear approaches when:  The solution and requirements are clearly defined  You do not expect too many scope change requests  The project is routine and repetitive  You can use established templates  Use Incremental approaches when:  Same conditions as the Linear approach but the customer wants to deploy business value incrementally  There may be some likelihood of scope change requests

11.  Use Iterative approaches when:  You feel that requirements are not complete or may change  You will learn about remaining requirements in the course of doing the project  Some features of the solution are not identified as yet

12.  Use Adaptive approaches when:  The solution and requirements are only partially known  There may be functionality that is not yet identified  There will be a number of scope changes from the customer.  The project is new product development or process improvement oriented.  When the development schedule is tight and you can’t afford rework or replanning.

13.  Use Extreme approaches when:  The goal and solution are not clearly known  The project is an R&D type project.

21.  Quality of  Deliverable product/service/process  Project management process  Identify Critical Success Factors (CSFs)  Identify Business Processes  Grade current quality of business processes  Match to business processes to CSFs  Count commonalities  Chart process grade against number of CSFs  Priority goes to low grades with high CSF ratings

27.  What are the Risks?  What is the Probability of Loss from each Risk?  How much are the losses likely to cost  What is the worst-case scenario?  What are the alternatives?  How can losses be reduced or eliminated  Will alternative procedures produce other risks?