The Project Management Memory Jogger: A Pocket Guide for Project Teams

PROJECT MANAGEMENT

MEMORY JOGGERTM A Pocket Guide for Project Teams

Paula Martin and

Karen Tate, PMP MarfinTate, LLC

Project Management Memory Joggerm O 1997 by GOAL/QPC. All rights reserved.

Reproduction of any part of this publication without the written permission of GOALIQPC is prohibited.

Development Team Paula Martin, Author Karen Tate, Author Michael Brassard, Content Developer Dorie Overhoff, Project Manager 6 Marketing Fran Oddo, Editor Michele Kierstead, Cover b Book Design Sue Griebel, Proofreader Lisa Gilliland, Marketing Bob Page, Marketing Stan Marsh, Product Team Sponsor Richard Morrison, Marketing

2 Manor Parkway, Salem, NH 03079-2841 Toll free: 800-643-4316 or 603-890-8800 Fax: 603-870-9122 E-mail: service8goalqpc.com Web site: www.goalqpc.com

Printed in the United States of America %

First Edition 10987 ISBN 1-57681-001-1

Acknowledgments We thank the following people for their comments, knowledge, and inspiration throughout the development of this product. Matthew Booth & Pam Burton Scudder Stevens 6 Clark D'Anne Carpenter & Diane Evangelists Mercy ~ealthYServices Roland Chapel1 Northrop rimm man Charlotte Chase New Venture Gear, Inc. Mark Daniel Inco Ltd.

Rod Lincoln Cytec Industries Janet Payne Alliance Blue Cross/Blue Shield Nancy Pope Nestlt U S A Diane Ritter GOAL/QPC Michael Schneider Lucent Technologies

Ellen Domb PQR Group

Steve Schneider Rhone-Poulenc North American Chemicals

Connie Emerson CJM Associates

W. Charles Slaven ClNCOM Systems Inc.

Susan Engelkemeyer Babson College

Larry Smith Ford Motor Company

Bea Glenn Chiquita Brands International

Frank Tenne

Dave Haskett Johnson Controls, Inc. Susan Hillenrneyer Belmont University LuAnn Irwin Eastman Kodak Paul Jones Procter 6 Gamble

Paul Tremel HDR Engineering Melba Watts AT6T Peter Whiting Rank Xerox Ltd. UK

How to Use this Book This pocket guide provides a variety of examples, visual cues, design features, and clear, friendly language that we hope will encourage project teams everywhere to use this book, and use it often! Everyone on a project team can use this book as a daily reference on the job and/or as a supplement to training. Have fun! T o Find a Topic Use the contents page at the front of the book, or the chart at the beginning of every chapter (shown below). Do this Page When you need tc # activity To Find the Start of Each Chapter Look for the blue box at the bottom of the page. T o See a t a Glance What Activities Must be Done for Your Project First determine the type of project you have. (See page 7 for the distinctions between projects.) Next, look for the key icons that match your project type. Skip the activities that don't show the correct key icon for your project.

types 2 & 3

type 3

To Find Tips & Pitfalls Look for this icon: To Find Each Piece of the Case Study that is Illustrated Through the Book Look for the flipchart pad or other graphics that h ~ v ae graph paper filI in them.

Contents How to Use this Book .................................................... iv Leadership Summary ................................................... vii

@Creating SuccessfulProjects..............1 Know the Geography What is a project? ................................................... 1 What is a successful project? ................................2 What is project management? ............................. 2 How does project management help project teams? ................................................................. 3 Plan the Journey A legend of key terms ........................................... 4 Who will be making the journey? ....................... 5 Which route will the team take? ......................... 7 What are the important landmarks for your team's journey? ................................................. 8 A project roadmap .................................................9 Project management at a glance ........................10

......

Wow to Create a Project Charter 11 Write an Overview of the Project Scope ............. 13 Determine the Team's Boundaries for Creating the Deliverables ............................. 18 Define Customers' Criteria for Acceptance ........21 Determine Required Reviews & Approvals .......22 Establish Risk Limits .............................................. 24 Select the Project Leader & Team Members .......26 Set Deadlines for Delivery of the Final Deliverables ........................ ......................... 28 Set Limits on Staffing & Spending ....................... 30 Create a List of Required Reports ........................32 Identify Organizabonal Constraints & Project Priorities ......................................... 34 Assemble the Project Charter ................................ 37 s

3

$

5

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How to Work Together as a Team 43 Commit to the Project ............................................. 44 Develop Team Ground Rules ................................ 45 Determine Meeting Guidelines ............................. 47 Create a "Parking Lot" ........................................... 49 Create an Issues List ............................................ 50

............

How to Create a Project Plan 51 Define the Project Scope ......................................... 53 Complete the List of Required Reviews & Approvals ........................................................ 69 Assess the Risks Connected with the Project Scope .................................................. 73 Complete the List of Required Project Status Reports .................................... 78 Review Team Membership .................................... 82 Create a Project Schedule ....................................... 88 Estimate the Staff Effort Required .....................112 Create a Project Budget ........................................ 121 Assemble the Project Plan ...................................130

.............................

Doing the Project $35 Monitor Project Progress ..................................... 136 Rc.solve Problems and Manage Change ............ 141 I-iold Proiect Team Meetlngs ...............................146 Hold Prolect Review Meetings ........................... 150

6 How to Close Out the Project ......... 153 Hold a Feedback Meeting with Customers ......154 Hold a Team Meeting to Develop Lessons Learned ...........................................157 Hold a Project Review Meeting with the Sponsor .................................................... 161 Create the Close-out Report ................................162

Recommended Activities for the Project Types .....166 Tool Application Chart ............................................168 About t h s Book/About the Authors ....................... 171 Index .......................................................................... 173

Leadership Summary Why do organizations need project

management?

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Project management: , I

ensures that customer requirements ate met. *eliminates " reinventing the wheel" by standardizing routine project work. reduces the number of tasks that could be overlooked during the project. eliminates duplication of effort. * ensures that projects are in control. maximizes the use of resourccs.

What is involved in the project management process? A decision is made to launch a project. A charter i s prepared, which outlines the requirements and limitations of the project. The charter is usuallv written by the sponsor in collaboration with either the project leader or the management steering group. * Thecharter isdiscussed with the project teamand distributed to management and kev project stakeholders. The project plan is drafted by the project team, approved by the sponsor, and dlstrihuted to management and key stakeholders. The plan isexecuted and momtored, w d the final deliverables, i.e., a product, sewice, process, or plan, arc- dclivercd to the prolect customers. The prc.ject i s evaluated and a close-out report is written and distrihuted to management and key stakchnldcrs. vii

Who HasI Project Accoun Person or group Senior Management

Is accountable for: Ensuring that the organization has a project management process that project teams can follow. Providing the resources to support selected projects.

Functional Manager

Providing resources from his or her area to support the project. Supporting the project objectives.

Sponsor

Ensuring that the project has clear direction and support. Providing a charter to the project team. Ensuring that the project plan meets both the customers' needs and the organization's needs.

Team Leader

Ensuring that the project satisfies both the customer and the organization. Ensuring that the project is completed on time and within the project's limits and constraints.

Team Member

Ensuring that his or her part of the project work satisfies the needs of the project and is completed on time and within budget.

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Chapter 1

ating Successful Projects Know the Geography Whether you've been on a hundred journeyswithproject teams or you're a first time traveler, you and your team need a common understanding of what the terrain will look like when you get involved in projects and project management. This understanding will help your team stay on the most direct route to your destination. What is a project? Aproject is any temporary,organized effort that creates a unique product, service, process, or plan. It can be as simple as the plan for an off-site retreat or as complex as the construction of a medical center, with a team size rangingfrom a few people to hundredsor even thousands who are working in one location or across continents. Projects bring together people from a range of jobs and provide them with the opportunity to collaborate in a unique way. Because projects are so diverse and flexible, organizations have increasingly used them as the preferred way to fulfill the needs of their customers. page A legend of key

lden

ect type

P r b j d managen

4

What is a successful project? All project teams can judge the success of their projects in the same way: The customer is satisfied or delighted with the final deliverable (a product, service, process, or plan). The deliverable is given to the customer on time. The project team has stayed within the budget and staffing allocations. Team members have increased their skills and knowledge as a result of the project. The organization has benefited from the lessons learned by the team.

What is project management? Many project teams work without any guidance on how to create a realistic and useful project plan--OR how to monitor project progres-OR how to respond to requests for changes in the plan. Project management ?;uppliesproject teams with a process that helps them coordinate their efforts so they may create the right product (or service, process or plan), a t the right time, for the right customer, within the resource limits established by the organization. Project management was once the exclusive job of project managers who most often coordinated the activities of specialized, complex, large-scale projects. In more recent years, however, the r o b for project managers and project management hasheen changing. The applicability of project management has widened to include projerts of a broad range, from simple to very complex, and from manufacturing to service and education and a host of other areas. Based on the success of the project management approach, the people 2

Creating Successful Projects

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who lead and work on projects today are not necessarily trained project managers, and have a range of backgrounds and experiences. While project managers still have an important role to play, all the members of a project team are expected to understand, participate in, and carry out a project by performing project management activities.This book is intended to support this new role for project teams.

How does project management help project teams? There are many advantages to using project management. These advantages may be better illustrated by listing the pitfalls of NOT USING project management. Here are some of the typical problems that project teams experience when they DO NOT USE a project management process:

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1 I

Excessive work loads for some individuals Cost overruns Team members lack the right skills or expertise for the project Staffing conflicts with other projects or assignments Relationshipsamong team members are strained The scope of the project keeps changing Work is redone or duplicated Resources are insufficient Deadlines are missed Your project team doesn't have to get trapped in these pitfalls! This Memory JoggerTv describes a simple, easy-to-use process for managing projects that all projert teams can use to avoid typical problems and pitfalls, and that will help them to create successiul project outcomes every time. 01997 GOAVOPC

Creating Successful Projects

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Plan the Journey Before you start the journey, take some time to review the key terms that you will encounter along the way. The terms that are critical to your understanding of the key concepts in this book are explained in the legend below.

r

A Legend of Key Terms m

Key Term Deflnition

I

DellveraMes Products. services, processes, or plans lhat are created as a result of doing a project. A final deliverable is delivered lo the custorncrs of the projccl.An Interlm deliverable is produced during the process of creating the final deliverable.

I

Pmject Scope A description of the project that includes information on what deliverables will be created and what criteria customers will use to judge whether w not the deliimMes meet their needs and requirements.

I I

Resources

lime, effort, and money. Tme Is monitored with a project schedule. effort is measured in staff time, and money is allocated with a project budget.

Risks

The potenfialfor problems to m u r in the process of creating the final deliverable.

Sponsor

The person who acts as l i a i m between management and ths project learn, and the person who is responsible for mating Ihe project charter.

Subpmbct

A smaller project wlthm the main project A subproject team is formed when a subproject requires more than one pe to do the subproject work.

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Creating Successful Projects

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Who will be making the journey? The beginning of the project management journey is led by the project sponsor. It is the sponsor's job to in~tiatethe project and to create a project charter. When the charter is complete, the sponsor passes the baton, and the project team takes the lead. The key responsibrlittes of the sponsor and the project team are outlined In the tdble below. Key Project Players and What They Do

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Sponsor

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Team Leader

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Team Members

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Project Sponsor The sponsor is a liaison between management and the project team. His or her role is to initiate the project by creating a project charter (Chapter 2). The charter forms the foundation of the team's planning process. If the sponsor does not complete the charter, then the project team must create it and get it approved by the sponsor.

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Creating Successful Projects

5

In addition, the project sponsor: Ensures that the project is consistent with organizational objectives Helps the team overcome obstacles encountered during the project Project Team After theprojcctcharterhasbeencreated and approved, the team is formed and meets for the first time to agree on the grouncl rules and meeting guidelines that tc.am members will Iollnw throughor~tthe project (Chaptcr 3). The next step is for the team to deveIop a projrcf plmr (Chapter 4). thcn to execute the plan (Chapter 51, and as a last step, to close out the project (Chapter 6).

There are two key types of roles for the members of any project team: Project LeaderIManager Facilitates the team process Collaborates with the team to create and execute the project plan Acts as the liaison between the sponsor and the customer Monitors the progress of the project Team Member Ensures that his or her part of the project work gets completed on time Acts as a liaison with his or her supervisor Communicates back to the team on issues Monitors the progress of the subproject

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Creating Successful Projects

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Which route will the team take? Some projects are small and focused, which require very little formal planning activity.Other projects are large and complex, which require considerable coordination between the different groups involved in the project. These large projects require more extensive project plans. If your team isn't sure which planning activities will best fit the project, use the table below as a tool for planning yonr project route. Review the characteristics of each project type, then choose the one that b s t fits your project. Notlce that each project type has a corresponding key icon. In Chapters 2 through 6, look for the key icon that is appropnate for your project.If your key icon is on the page, it's an activity your team shoulddo. If you don'tsee your key icon, your team can skip that activity and go to thenext appropriateactivily.

I

I

Identify your project type

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-

Who does the work? Typical examples

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Project team members

1

Project team members I

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Processlquality Small scale, improvement new product or projects process

Subproject team members

I

Large scale, new product or

Creating Successful Projects

I 7

If you're not sure which generic type fib your project, assume you have a type 3 project, but skip the specific activities that don't apply to your project. To help you decide which activities to d o or to skip, we've included a matrix of "Recommended Activities for the Project Types" on page 166 and prnvided descriptions of the activities in thc chart at lhe beginning of every chapter. Review the matrix or the chart to see which activities are recommended for your project t-ype.

What are the important Iandmarks for your team's Journey? Tliesequence of MAIC1)Rtasks that a team must complete, from thp charter~ngoi the project through close out, is essentially the same for every project-wherhcr the project is simple orcomyleu, or involves a fewpeople or many people. However, projects can take various paths within each oI these major tasks based on the scale or complexity o f the project. What's important is to d o no more and no less than i s required by the project managementprocess, dependingon what YOUR project requires. The roadmap on the next page charts the course of any project. The signposts point you to the details of each chapter so that you and your team can move effidently toward your final destination: a succcssfd project!

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Creating Successful Projects

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A Project Roadmap Creating the Project Charter

.

Theub1g picture"scope deRncd The prolect limits drawn

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7fVr

Working as a Team Team member commitments clartf~ed leamlmeeifng developed

IDeveloptng the Project Plan Detalls added to the project scope Prolecl boundaries detennlned Schedule, budget and staffing eslimatea created ~ i s 1actors k and countermeasures defined

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o m

Doing the Project Project PtDgreSS

Closing Oat the Project Crufomr satlsfactbn evaluated Lessons learned captured

Creating Successful Projects

9

Project Management at a Glance

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Team

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Customer

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10 Creating Successful Projects

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Chapter 2

w to Create a oject Charter The charter is a document that conveys the purpose and requirements of the project to the project team-the "who," "what," and "why" of the project. The chart below shows the basic parts of a charter. A key term to know is "deliverable."A deliverable can be a product, service, process, or plan; for example, a design package, a sales meeting, a plan for a process redesign, or a product prototype. Anything produced for the customers of the project is a "final deliverable." Anything produced along the way is an "interim deliverable." It is the responsibility of the sponsor to create the project charter. If the sponsor does not create a charter, the project leader, in conjunction with the team, must create it and have it approved by the sponsor. When you need to: Detlne what the custc from the project Define where ule prcl

and ends.

Do thk activity:

Page

Wr~tean Ovewlew of the Project Scope

13

Determ~nethe Team's Boundaries for 18 Creatlng the Del~verables

Embush what factws are altlcal to satisfyrng ths costmers ol !ha pro:e@. C

mus be 'wlvedin review and approval process. DBc(*who

Define the ~

Determ~nethe Requ~redRevlews & Approvals

~

22

Continued on next oaae

When you need to: Identii tho dsqree d flsklhe organ& zat~onwill accipt In dorng the propel

Do this ectlvity: E*brish Rjsk

P8ge 24

Umlts

ldentlfy who must be on the team for tho project lo SIJ~

Selea the Project Leader & Team Members

28

Set a date for whsn the nnat delrverables wjll be ",,,..a- .,n ,..,,.lrn ,.dmers

Set Deadfhes lor DOrlveyof the Flnnl Dellverables

28

Limit the amount ofmoney or time that can bn devofed to Ihc prolpcl ldentii Me raporls thal are m d e d 10 monltw and cmmun~calnIhe progress of the prolect. Include conmints and clarify the prlorrtiesw~thrnthe protect

Assemble the chamr and dlstrlbute it to key stakaholden.

Set Llmlts on Staff~ng & Spend~ng 30 Create a List ol Reou~red ~epotts

32

ldentlf~Organlzatlonal Constraints & 34 Project Pr~orlt~es Assemble Me Pro,ed Chatter

37

ON: ct needs a charter! If the sn't provide it, create it and ed.

12

Create a Project Charter Overview

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Write an Overview of the Project Scope

Why do it? To describe the objectives, deliverables,and customers of the project, as well as the customers' expectations for the final deliverables. If team members have a clear understanding of the project scope, they will be better able to satisfy the customer. How do I do it? 1. Briefly describe the purpose of the project.

Limit the description to three sentences or less. 2. Give the project a name.

Choose a name that reflects the purpose or the anticipated final deliverable of the project.

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Purpose: o hr d a thlree day corfrrrncc ;he las: week o f September f2r project leaders, sponsor4 funct~onalmanagers, proj-,.PC% team members, and others who work on projects.

Project name: 3-Day Conference on Prqject Managemeqt

3. Identify the customers of the project.

Identify who will use the final deliverablesof the project. Who will receive the products, services, processes, or plans that are creatqd as a result of the project?These are the customersof the project.

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HOW to Create a Project Charter

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e

-." V The conference attendees are the customers

4. Define the customers' needs and requirements.

Determine what problem the customer wants to solve by using a specific final deliverable. (Customer need.) Find out if the customer is looking for specific features in the final deliverable, or has defined specifications for the h a 1 deliverable. (Customer requirement.)

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Project Scope Overview Project name: 3-day conference on prclject rravlagerr.~n.t, Customers' needs: 1) Incmase knowiedge and sklll t;o b e t t e r manage projects.

2 ) Make contacts with other pwplc who are pradicina project management. One of the cuetomers' requirements: The aksions ~ h o u l daddrcG5 all l e v ~ l sof projecC management exprr'crsa.

-------

'------... -----,*,^.

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14 Write Scope Ovenriew

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5. Identify and list the final deliverables of the

project. A final deliverable: Is a product, service, process, or plan. Must satisfy customer needs and requirements. - Is delivered to the customers of the project. A project usually has only one or two major flnal deliverables -

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I f thew nrtqssmr options in rlllrich frrrflf ' stnnr~rs' 1lrl17ti~rnl~le iljrll besf siitrr~t to nmke S I I Wit u ~ i /if~irwt?ve i tfjt+qlm!ih/qfflred t ~ ~ i l ~ e n i t ~ l t ~

ni rnerirhm u?ill C T ~ R flieiv ~ P o ~ t v il i ~ qf t

22 Determine Reviews/Approvals

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Reviews & Approvats Required for the 3-Day Conference

Interim Review Deliverable

Approval Reason

Final program

Sponsor

Sponsor

To make sure the final program meets the

customers' needs. Hotel contract

5ponsor

Sponsor

To review b~ds.

Conference Sponsor plan

Sponsor

To make sure all the Ibgogiutics have been worked out.

Note: The customer5 of t h e project, t h e con+emnceattendee*, do n o t review or approvc any of the interim deliverable5 of the project. Input from the customer will be solicited by msana d market surveys.

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How to Create a Project Charter

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Establish Risk Limits Why do it? To define the maximum degree of risk that the team should allow in its production of the final deliverables. These risk limits help the team to develop corrective or preventive measures for the final deliverables that have an unacceptable degree of risk to the organization. How do I do it? 1. Assign a limit for the maximum degree of risk that

the organization is willing to accept for each final deliverable. This risk is the uncertainty of not being able to physically produce the final deliverableaccording to the criteria set by the customer-of not having the ability, skill, or technological knowledge to create the final deliverable as promised. It does not include the risk of not having the needed resources, such as time, people, or money, to create the final deliverable. Using a scale from 1-10, assign a number to represent the risk limit for each final deliverable. 1 = an extremely low degree of risk or risk-free 10 = an extremely high degree of risk Where possible, provide an explanation as to which types of risks are acceptable and which are not. Rating Scale

1 I '

2 I

3 I -

Low risk Low uncertainty

24

4 5 6 7 8 9 1 I I I I I I -

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Moderate risk Moderate uncertainty

Establish Risk Limits

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High risk High uncertainty a1997GOAUQPC

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Additional deadlines for the 3-day conference:

The sponsor wants the conference plan leewed by August 1.

---

Set Limits on Staffing and Spending

Why do it? To convey the limits on the amount of staff time and the amount of money that the organization will agree to commit to the project. Knowing these limits will help the team to define staffing and spending budgets that are in sync with the amount of money the organization is willing to provide to support the project.

How do I do it? 1. Define the limit for how much time the staff can devote to the project. This limit applies to internal staff time only. It does not include outsourcing. Outsourcing is an external cost. See Step 2 on the next page. Staff time can be expressed in hours, weeks, months, or years. Some alternative ways to express staff time may be: - "No more than 20% of people's time." - "One day every two weeks for three months." - "One two-hour meeting once a week."

The 5 d a y conference has a high prronty w r t h ~ ~ the organlzatron, so the sponsor ha3not put a limlt on t h e amouvt of s t a f f tlme t h a t can be devoted tothe project. Ihstead, the sponmr would like t h e team t o estimate t h e work hours required and then monitor the actual hours invested.

30

Set StaffingISpending Limits

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2. Define the spending limits for the internal and/

or external costs that will be expended during the project. Internalcosts = cost for staff time and other internal charges, e.g., supplies, copies, equipment External costs = outside purchases, e.g., contract labor, mater~als,equipment

Mnkf w r P tlw Iinrils oil sfnff time and <prrding ure ~enkprcli~~f cfcnllt,r ~rtvdsto pro~idc thr t n m mith n chrrrttqr, rrrrd sho~rldzr~urk~ctittr !hi, sltl?prc?jrarftcnnr I ~ I C ~ ~ to~ l-~.r~lf.lf~ E G n sttl~pmjectplnrr. Irr rr t!/pc 2 pmi~>rt, flit1 p~r.qo~t nrlro is nctmi~rtnblr,t;~r tlrr srrbprcljcct zrdl hc doitq most ? j rltc iuork solo, nrrll flrrrqfort.he or she ~ i ~ i110t l l 1~ lcmf it:,^ n . S I ~ / T F ( > ~ ~ttvrtr. L - ~ For

4.

Define the deliverables that each subproject will produce. Each subproject leader or representative should identify what deliverables the subproject will produce at the end of the subproject. These are called final subproject deliverables.

66 Create SubprojectslAssignWork

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Write thenamesof the finalsubprojectdeliverables on the next branch to the right of each subproject. If team members are having trouble definingwhat final deliverables each subproject will produce, they can brainstormpossible deliverables, placing each one on a Post-itTM Note. The team should ask, "Is this a deliverable that will be produced at the end of the subproject process?" If it is, place the Post-itTM Note next to the appropriate subproject. If it isn't, put it in the "parking lot" for possible use in future steps. .. Don't-firget Co assign ench or'qnnizafionol dc,tr~tt~t11~1~ t o n srtlrprc.lect. hfr~\trornnmvl!/ Mr~yfi~i! rnto lElc "IJt.o!~~it ~Mai~o~qenr~nt" FL~!~PTOJ('C~.

5. Review the list of interim deliverables for the project and make sure that each one is included in a subproject on the tree diagram. -

l f n n in'teritt, dtditrrrnblc rs pmditced'~vtltr pr@$ctns fl rrrlloI~..yllr?clc. i f t r ~lllr "Pro/rct Mt~nrr,qcnr~rll" 1-ranch. T!~rsec l ~ t ~ r ~ r * ~ rielr;vrablt~sare tc~uu

-

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3-Day Conference

The cor#erence plan an ~ n t r rrl p-oj~& deliverable t h s d o e not: belonq w ~ t any h u f the s u b m j e c t a I t is a synChes16uf The plans created by each subproject. The Poet-ItT' Note for ucsnfcrcnce @annbelong3 wi%ht h e subpmjed callcd 'Project

Management."

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How to Create a Project Plan

67

6. Review the tree diagram.

Are there any duplicate deliverables on the branches? If so, decide which subproject is most appropriate and remove the duplicates. If the same deliverable appears in more than one subproject, the team needs to determine who is really accountable for producing the deliverable. Determine which duplicate to keep by asking, "Who is the best person to ensure that this deliverable gets produced?" and then eliminate the others from the tree diagram. Have any deliverables been overlooked? If so, add them to the appropriate subproject.

The graphic design and printing process 15one of tbe five processes t h a t are part ~f zhe conference sccve. Initially, when the team was wr;ting down the names uf subproject5. the graohic design and printiflg procew was included as a subproject. Then thr: team wrote down $he Final enbproject deliverableti: the po5-kard. brochure, f ~ n aconference l program, and c.;lrrrerence p-oceed ings. The team quickly realized, however, that t h e final detlvorable.- for zhe graphic dedgn and priurtlng dspaament were also Ilated, more appropr~ately, under t h e 6ubprojjects called "Marketrng" and "Program Developmen't." Therefore, t h e team elim~nated"Graphic Desgnand Prirhjvlg" a s a

68 Create Subprojects/Assign Work

01997GOAUQPC

Complete the List of Required Reviews & Approvals

-

Most deliverables, either interim or final, have to be reviewed and/or approved before they can be delivered to the customer. Defining what reviews and approvals should be integrated into the project process allows the team to schedule and coordinate the review activities. .-.When you need to: Do thls acHuity: Page -

Expand on ths review and approval list suppl~edIn lhe charter

~WM~ALX~PC

-

-.

P -

~

~

~

and Approvals

How to Create a Project Plan

,,

~

69

~

Complete the List of Reviews and Approvals

Why do it? To complete the initial list of reviews and approvals that was included in the project charter. The team may find in reviewing the charter that there are additional people on the team or in the organization who should be included in the review and approval process. By completing this list, the team caninclude these activities in the project schedule and thus make sure that they are coordinated and completed on time.

How do I do it? 1. Create a table that shows what reviews and approvals are needed for the project.

Include: - the name of the deliverable that needs to be reviewed -the person who will ensure that the deliverable gets produced -the purpose of the review - the names of those people who will provide review or approval - a column for the date the review or approval must start and the date by which it must be completed Sponsor and cu.;tt,irlt-r.rmimos C ~ I Ibr ~ ~ c ~ l ~ f t cr. ~ l~l !~rffi li li l ~nnintaitrins sftf~port ?or t lle proif1 lice risk cltrd k c ~ pllre spviistrr atld ifiPrrnc~1 oft II I P t~mir'cy~ro~rcss.

70 Complete Reviews/Approvals List

0 1 9 9 7 ~ 0 ~ ~

Don't foryrt to i r r c l ~ l rmiptcfs ~l~ n appmxvi,~firnny o~pni:ntionnl dt'

2. Fill in the table with the relevant information

from the project charter. This information can be found in the "Required Reviews and Approvals" section of the project charter.

Ifrmplc irrlf$idc ttl~ctutinr neeti to ~rnrti~-ir~ot? rn r~r-i(~~~~s, p~rlf/zsl/ f/w t'~!de?rnrl!! t ~ ~ ~ ~\ot the/ ~ y f r colt p1r111 ~ / I Pr.n)rnt14 : n l ~ 1tlrr~rscht-illlli,~. 3. Determine if additional reviews and approvals

are required. Additional reviews and approvals can include team members, departmental managers, other outside stakeholders, etc. Add the appropriate information to the table: what will be reviewed or approved, and who will do it. Qlicatinfi n n* tl~nt~t ror rlbl~~.

01997 GOAUQPC

How to Create a Project Plan

71

The 3-day conference team identified some reviews that were needed in addition to those listed in the charter.

Reviews & Approvals Table (partial) for t h e 3-Day Goflferen~eProject Deliverable and Pereon Accountable Prel~minary

progrm

l?urpase of Review Content, theme

M e w To Be Start and RRlinved End Dates *pprnYd' by (Com$ete later) Pmject 5 None tcwm

E.-

(Amy tee) Rnal program (Amy Lee)

C o n 5 1 ~ t e mSpclnsor.

project

5

:

Swnsor

F.-

team

Prel~minary Conu~~tency P q e c t conference team plan ( A ~ Lee) Y

$3.-

Prelim~nary Cons~stency Amy Lee brochure

5-

None

€:-

None

E__

4. After the project schedule has been completed,

add in the dates for when each review should start and end. The schedule of project activities includes the start and end dates for each activity that must be done for the project. This type of schedule is explained more fully on pages 102-109 in the section called "Create a Project Schedule." 72 Complete Reviews/Approvals List

81997GOAL/QPC

sess the Risks onnected with e Project Scope

-

Any project has some degree of risk. This risk is associated with the organization's ability to create deliverables that conform to the customer's criteria for acceptance. The risks that are discussed in this section include any obstacles that could prevent the organization from meeting the acceptance criteria. Typical obstacles include an inability to find the right people who have the necessary skills or expertise, and the inability to access the technological know-how that is needed to create the project deliverahlrs. (Obstacles in this case are not limitations related to time, people or money.) -

When you need lo:

Reduce the hnpad odpaential obstacles to prodicbl g the final delivorables.

01997 GOALIQPC

HOW

'- c

w

"*.--,"

Do this sclfvlty: Psge Assess the Risk . Final in Produc~ngthe Delwerables

to Create a Project Plan

74

73

Assess the Risk in Producing the Final Deliverables Why do it? To inform the sponsor, and the customer when appropriate, of the degree of risk connected with the project scope, and the countermeasures that the team has developed, if needed, to bring the risks down to levels that are acceptable to the organization.

How do I do it? 1. Assignariskrating to the team's ability to produce each final deliverable. List the reasons and assumptions for the risk rating assigned by the team. Use a scale from 1-10 to assign the risk rating, with 10 as the highest risk, and 1 as the lowest. A low risk rating (1-3)means there is a low degree of risk or uncertainty involved in producing the final deliverable according to the customer's criteria for acceptance. A moderate risk rating (4-7) means there is a moderate degree of risk or uncertainty involved in producing the final deliverable according to the customer's criteria for acceptance. A high risk rating (8-10) means there is a high degree of risk or uncertainty involved in producing the final deliverable according to the customer's criteria for acceptance. Rating Scale

Low risk Low uncertainty

74

Moderate risk Moderate uncertainty

Assess the Risk

High risk High uncertainty 01997 GOAUOPC

The t ~ a mshorrld nsscss its cgpatrilil~(to yrodwcr tltc,fi)lal clelirrrrrrblrs of'tltc prject. Irt mnkrnt. f l i ~ snssessrrtt~nt,the tcwnr r i o ~ srroi

7tqbcfheror tltt- re5orcl 3 coilsidcr perq~ll,nraney) ~in*ti~xd to vrolirrce ltrrf

Ijrlii~~rnhle~ atill IIP ~trrnilnhlr. 2. Compare the team's risk rating to the limit defined '

I

in the charter. For each final deliverable that has a risk rating above the limit, create countermeasures to bring the risk down to the limit. Brainstorm possible countermeasures that will reduce the risk. One method for identifying risks and countermeasures is to use a PDPC (Process Decision Program Chart). Consult The Memory JoggerTM 11,pages160-162, for instructions onhow to use this tool.

From the brainstormed list of countermeasures, select those that will bring the team's risk rating down to the limit. If a limit was not set by the sponsor, bring the risk rating down to a level that is acceptable to the team or get clarification from the sponsor on what the acceptable level of risk should be for each final deliverable. If the team cannot bring the risk rating down to the limit, this issue should be added to the issues list and the project leader should resolve it with the sponsor. -3r,\*y-+; ,rrv . , , " rxp"---9a - ----ro hn'lrg the rkk d i n g dm~mton l f f h m is n / ~ z , eIl L J Z * thrill ~~ fire spo)rsor'.; / i ~ r l i - ~ v t h @ l i f Irdtftr~-ynxfs .;lich ns time, I~IO)~PI~, or @~n-l--tlre fr3arn s l ~ ~ l igo l d nllenli irild do ~ tI .l ~ t ( l t ~ y i. fr , flcidrlrmrll costs rlvlrlii h-z?i:dml,tht. icnm slrorrlr! {jirt thc nrldrliotial ~au~rlernrrilsrrn.(s~ oti tllc IFSIES lic! land tllctl rJisc7ca~th~rrt7ur!h t l r ~,Tonsor. =-e3 f

01997 GOAUOPC

How to Create a Project Plan

75

Dnn't fortyet ti1 BSSP9S thc n s k f n r ench nr~anr:n!rowaldt~lir~rrnbk~ nrrd e-I L L-'I1 or(yntrizntionn1 ~ o n lC rflfl?iS tn

!he ~j7(1?isor nborv- tlrt. Iifnrl, rlcfir~ redu~.uthe r ~ k .

fmnr's risk tilt, risk h 't7nsrrrt'sto

Team'6 Risk Rating Versus the 5ponsorns Risk Limit for the 3-Day Conference Dcliwrable or Goal Conference

Team's Risk Rating 3

Reason for Risk

Outstanding

bponsoh Risk

Limlt 2

5peakers are hard t o find. Countsrmeaeuree Chosen ($0 bring the risk m n g down t o tbc ~pon50r%limit) 1. Offer t o publish Mlected pap= in a monthty magazine. 2. Consider an honorarium for speakers.

w 3. Assign a person to be accountable for each countermeasure that is chosen.

The person must be a member of the project team. The person who is assigned to a countermeasure is accountable for making sure it is carried out correctly.

76

Assess the Risk

01997 GOAUQPC

Person Accountable for Countermeasures Chosen for t h e 3-Day Conference

Pewon Accountable

Final Deltverable

Countermeasure6 Chosen

Canference

Amy Lee, Program a monthly rrlagazine. Development, Offer la publish seiected papem in

Amy Lee,

Consider an honorarium for

Program

speakers.

Development

Br nttrr~rrdto on!/ c i r n n ~ ~ti~nt s cotrl(1offref tlrd r b k msurintpd 7r1illr !/ortr project, s~lcilos clla~gcsbrtlrr7 ~ i o [ lqef t l r ~prolcct, or chin~gcs iif tllr r?rs~im~init~nt, if., orgotti=ittir~l~nl, rrsrrlfilor!/,cclnryctiti~~~, 111rdfct-hrraloginrl cffn~!,yfi. ! f t l r c w iilnngrs do ioccilr, !/o!lr tenlrr ifrill ? ~ eto~ rwsstbss d tirc risk mfirrg tirid a~~!r~trrllrwsrrr-e~ tlrnt ir?~rt, ~lm~rlopell/L)r inclr drliorrnlil~jbrycwr pmicr-t.

01997 GOAUOPC

How to Create a Project Plan

77

Complete the List of Required Project 7, Status Reports

-.

-

Tt is important for everyone-a11 the project team members, the sponsor, and customers--to know how the project is progressing. This is accomplished through progress review ml.etings and project status reports. (These review meetings are described in Chapter 6, How to Close Out the Project.) Status reports describe the progress the team is making in getting the deliverable.; produced, in staying on schedule, and in meeting the staff time and spending expectations that are described in Lhe project plan. Thesestatus reports will highlightanv problems that are occurring, or have the potential to occur, with the production of the deliverables, or in trying to m a n t a in the schedule or the budget. When you ne

Do this activky: Psge

Inform stakeholders of the pFOgress Create a Complete belng made tn creating the dol~verablaa L~stof ProJect and the expnd~lureo! resol~rrns Slatus Repons

78 Complete Status Reports List

79

01997 GOAVCIPC

Create a Complete List of Project Status Reports Why do it? To keep everyone informed on the progress the team is making in producing the project deliverables or in spending the organization's resources. These reports provide an update for the team, the sponsor, and the customer on the current status of the project.

How do I do it? 1. Create a list of the reports that will be required

to monitor the status of interim or final deliverables. On the list, include the following: -Name of the report - Person who is accountable for the report -Date required or frequency of the report - People who should receive the report - Content of the report Include reports that were requested in the charter.

The tt-arrr slrc~lrldrniikr ssrrn*fhnf tlrere is rwonpl~tit71cblrrlt inftr thr, .;cltedrtlc to prc~d~cce

01997 GOAUQPC

How to Create a Project Plan

79

Partial List of Reports Needed to Monitar the 3-Day ConFerence Project Report Name

Delbry Dsb

and tontern

or Frequency Accountable

Mafling n i t sum- rate

10/m

Rwn

A ~ Y Wellman

N,rrnl,~r of ' h b " k r r rach mailing B e (hbB of people $10 n?gisip~d 'or me c o r l f m c ~ \

Sf~aksrtlst C u r r ~ n fist t oF pmple

~

~w~M)F.

Mathttng &prGmsnt.

h4en:qt.r

Rsglstnrtbn forecast WwMy P c ~ arqi5trdtions l vc;m,* the f o r ~ r ~ ~ c i t in t h e prZ3jxtplan Hotsl bld tabulstion Comp:inson of cwf5vemus hmel dri~verablt

m

One& b8orr

Lnda

Spmr.

5aurdm

Member sew. Mar+r, ah b a r n mmbeffi

Jow

Sponsor

Fe~~ara

hem

coera~t deadl~ne Weekly

Amy Lee

pre%nCinq

Sponsor. all team mmhem

'

2. Create a list of the status reports needed to describe how the resources of the project, (time, staff, money, equipment) are being used.

Include the same information listed in Step 1 (name of report, person accountable, etc.). Include reports that were requested in the charter. 80 Complete Status Reports List

W997GOAUQPC

,

I

,

I

Usually the content of a status report compares the estimated to the actual, that is, the difference between the team's expectations, which are described in the project plan, and the actual expenditure of resources. '

;If the Irnnr is planning to fo~rnfleri=~ulnrtennr r ~ a r e m~ J I P s ~ I ! L > Sof fhts r n t 1 1 ~rrplrt

Liz+%of Reports Needed t o Monitor t h e b o u r n for t h e 3-Day Conference Pn?je& Name of

Report

Dsllvsry ~ s t orc Frequency

Resoume

Weekty

5-tstcls

r,.poG-

~ i s t r i b u ~ ocontent n Amyiee

5 onsor, actearn msmhers

Budget and 6cheJuk varance5 155tlM

resolved

01997 GOALMPC

How to Create a Project Plan

81

m

&j'

Cb-b

Review Team Membership

Having the right people on the team can mean the difference between a successful project and a not-sosuccessful one.The initial composition of the team was assigned as part of the charter. In preparation of the project plan, the team needs to review the composition of the team to make sure carh person brings the right ski1Is and expertise to the project,and thatthcvrepresent the project's stakeholders. When you Ineed to: Ensure that th8 fightpeopbwiih

the right skills and expertise are an t h '--~ Ensura that stakehc interests are repres

82

Review Team Membership

11sadlvlty: v and Modify Membersh~p

Rev~ewand Mcdii Team Membership

Page

83

83

01997 GOAUQPC

Review and Modify Team Membership

fi

Why do it? To create the best possible team, so the right people are involved in the project and that they have the appropriate membership status.

How do I do it? 1. Review the membership of the team to identify any gaps or overlaps between the assigned team and the skills and expertise required to carry out the project.

If there are gaps or overlaps in skills and expertise, recommend changes in membership that will provide the team with the right mix of skills and expertise. People can participate on the team as either a regular team member who attends all team meetings, or as an ad hoc member. Ad hoc members are required to attend team meetings only whenanagenda item requires their presence.

-

Try [I) timif r~prlorfetmr mml?~rsfrir to md!~fkt* fnylr a i h mwf lo prifrrtwb ;?I f/z@~'~11ir~~ vn?~tz't A.~ - r ,, o rujr,ye. Rerrrrwh~r,~t 1s nrr'rr pri.;sib!e Io prt+drct~1,1111 100Y:,crrtnrnt!~. Q I ~ * P Y Ii n

116

Estimate Staff Time

01997 GOAUQPC

". Estimates o f S t a f f Time Requlred for t h e 3-Day Conference The cor8erencr: 15R Type 3 pro:ec%, so subproject & o m have been est~mardd. 5ubproject Marketing Facilities Registrations Program Development Project Management

Staff l l m e in Hours 250 hours 350 hours 200 hour5 475 hours 100 hours

Total eettmate = 1.375 hours =approximately 0 months (M) 1,375 hou r s l 4 0 (houm er week) = 34.375 weeks 34.315 w e s k s ~(.w~a r s per month) = 7.99 months Accurack ratlng = Medium (M) 5 h f Y time mnge for medium tatlng ( B X ) = 1,030 to 1,720 hours

Reason for rating: We have a geneml Mea of how much flme the projea will Lake because we had a conference lasf year. Unfortunately, we did not keap good records of the actuai time t h a t staff put into ?;he project. 50 we think t h e rating is moderafely close. 5 t d 6 n g U m k None Even though there Is no staffing limit, tbe sponsor has asked our team t o monitor t h e actual hour5 t h a t are invested in the project.

01997 GOAUQPC

How to Create a Project Plan

117

Create a Staffing Forecast

Why do it? To assess when people's time will be required over the course of the project. The staffing forecast gives credibility to the team's request for human resources and it is useful for tracking whether or not staffing expenditures are ahead of or behind the budgeted amount.

How do I do it? 1. Calculate the amount of time that each person or

subprojectwillspendonthe project by time period (day, week, month, or quarter). The timeframe used for calculating the forecast depends on the activity level in the project. For example, a long-term project with very little ongoing activity may need to monitor staff time every month, while another long-term project with a lot of activity will need to monitor staff time every week. *Subproject team leaders should ask each individual subproject team member to estimate his or her effort by time period, and then he or she can add the estimates together. The project team adds up the subproject estimates to get the project estimate. If your project is type1 or 2, and your team thinks that a staffing forecast is needed, ask each individual to estimate his or her effort by time period, and then add the estimates together.

118

Create Staffing Forecast

01997 GOAWPC

-

.,

-

,

l f t h ~s~rbprjecttmm crrnfed nrr nctirity S C J I P ~ N I P , All cnsy i{MI/ to C / L ' ~ P T ? I I ~ the ~ T Ccfnf t ~ r t Li ~yc firn~yrcriorlI.< lo r'nlc t r l n ! ~ilre onlourtt o f trlrre each nitir'rt!~or sr-f i ~ f n c t f ~ ~zrlr![ f~e.; rilqrlrrc. 1Yrrtr thr fltrir2 t~llntfrdf ~ l rt~nrltar:i7'ify u11 1/11 clrnrt rrrtri thrvr rrrord totnl tzmc7Irzr pi-rwi. IICTt/ntr ,ut~toCI,nt ~ I I Cbi~tfnnrofthe ritnrt. Tlrc tesnr can tlrerr s c tltt, ~ sclrcd!~leand dn{f titrle /il/otmcnfsr n mre d a r t . 111~3

2.

Make adjustments if there are staffing conflicts within the project or with other projects or assignments. If adjustments cannot be made for overcommitments (without affecting the deadline dates), put this issue on the issues list so that the project leader and sponsor can resolve the problem.

3. Add up the total and cumulative hours for each

time period. The cumulative total in the final time period should match the total staff time estimate.

el997 GOAUQPC

How to Create a Project Plan

119

Staffing Forecast for the 3-Day Conference I

120 Create Staffing Forecast

w w o o m

Create a Budget

P )fo r'e ,j c ;*t , ,>4.

%

Whenever a project will incur costs, either internally or from external purchases, the team needs to estimate those costs so that the organization knows how much money shouldbe allocated to the project. If itisimportant for the organization to know when the money will be spent, the team needs to create a spending forecast. ,,

hen you nee Show a trreakdwr of Ilow money will be SFlent during thtt~I projscl.

Plan casl ,

8,,...

1 _

Page

Estimate Costs

122

Create a Spend~ngForecast

Tmck spendlng as R occur8 so that . casts don't exceed the spandfng Ilrnlt for the oroject

elm-

r

Do this activity:

Cma,e spend@ l=cmcaSt

How to Create a Project Plan

128

121

Estimate Costs

4 +.

Why do it? To determine theamount of money that the organization should allocate for both internal and external costs of the project. Acost estimate tells the teamwhether ornot it willbeable tocomplete the project within the spending limits set by the sponsor. How do I do it? 1. Estimate the cost for staffing the project and the

cost for other internal charges and calculate the total internal cost for the project. Costs are considered internal when money is being spent inside the organization. Internal costs consist of staff costs and other charges such as internal supplies, copies, materials from an inside group, and equipment charges. Estimate internal costs when they will be part of the costs tracked during the project, or when the sponsor requests them. Usually staff costs are estimated when the customer will be paying for these charges directly. To get a staffing cost: a)Use your team's estimates for the amount of staff time needed from each team member or each subproject; b)Multiply these numbers by the appropriate billing rates, e.g., an hourly, weekly or monthly rate; c)Add these numbers together to calculate the total cost of staffing the project.

122

Estimate Costs

81997 GOAUQPC

To calculate the total for internal costs, add together the staffing cost and the cost for internal charges. M C ~ Ij!/nu don't h~torrithr r,afc.fi~r

m m b e r tlr ~ ? ~ b ~ ~ i >ask j t 'tlrc ~ t spor , 1 ~ 1 1 1 t t rrr?~ r ~ ~ yt?fr sholrld I!SP. 2 Estimate any external costs and calculate the total

for external costs. External costs are purchases made from outside suppliers. Examples are: contractlabor,purchased materials, travel, and equipment rental or purchase. External purchases are usually made with a purchase order, expense account, or blanket order. 3. Add together the estimate for internal costs and the estimate for external costs to get an estimated total cost for the project.

Mnke swr ?lmfall tkr costs iitcl~idedin llie totc~lu\iinrrrtc rrlnfrf@ fH;e proleci S C O ~ I P .Tor e.mnrplc:11s o res~tltof 11crrr tpntrr's [rroiecf, one ot tlrc r l ~ f l r f t t v n finc yurir orprzizfllrorr ~ctill ftpe~iti> r ~ t r n ~if< n pil@plcor ad{/ tITiU np~l~mm i ffthrs . i q nrr rsr;uc, hp s l t r p fo ndd it to iira isszirs lzii s r tiillt ti rnn iii, irsolild infb tIzu $]1I711+iI I

81997 GOAUOPC

How to Create a Project Plan

123

4.

Assign anaccuracy rating to each estimate for internal costs, external costs, and the total project cost. The accuracy rating indicates how comfortable the team feels that the estimates are an accurate prediction of what will be spent. Use the letters H, M, and L (high, medium, and low) to indicate your team's confidencein the estimates. H = actual costs could vary by f10% from the estimates M = actual costs could vary by *25% from the estimates L = actual costs could vary by f50% or more from the estimates A low accuracy rating means that the team doesn't really know, the estimates are just guesses. Consider the accuracy of the estimate of staff time required for the project in determining the accuracy of the total estimate for internal costs. List the team's reasons for each accuracy rating. I f your t ~ n n hns t nu nccirmg, rntt~lgof ni~iiir~n* or lanrfi~rnn ~ e t i n m tn~rd ~ , llre erfrnmte rs beloii?tlre speildinx limit, corisirirr adrillrx sa ndditrur~olnrt~rtryqto the hiidgel IO ~ ( f i the ~i rrsl o f rlrirtrrng nirf of ~nnnt?tl?crnrrst- t l t ~ rstrnrate i(lfls too lonl.

5. Compare the team's cost estimates to the sponsor's

limits on spending, if any. Compare only those estimates that the sponsor has set a limit on. For example, if the sponsor set a limit only on the total project cost, then the team needs to compare the total cost estimate to the sponsor's spending limit on the total project cost. 124

Estimate Costs

01997 GOAUQPC

If the sponsor d ~ not d set a spendlng limlt, the team should review the assumptions that were made In creating the estlmate to make sure they were sound, and to be confident that thls is the best estimate the team can make at thls time To compare the estimate to the limit, calculate a range (+) for the estlmate, based on the accuracy rating assigned to lt For example, ~f the team has anestlmated cost of $100, wlth a medium accuracy the estlmate rating equivalent to a range of f25%, could vary by $25, more or less. The dollar range for the estimate 1s$75 to $125. (The range for each accuracy rating-high, medium, or low-1s llsted in Step 4.) If the high end of the range is over the limit, 11stthe assumptions the team used to create the estimate and put the issue on the Issues list for the project leader to resolve with the sponsor. The trnnr dtwq mf ? r ~to~ rrptd fCe ro?rpesg i ~ e n in S ~ T4 r f rt has n ntorf cicctrrntP e~tirtrotc Tor

cn~mplr.tlrc, f?nrrr nt~glrlfit'l tltnt nri t'sfimntr ;trifJi n hi,qlr ilcrnr~lrl~ rntrrrg 1% ic~illrrrrrt +;"h t c o r ~sllmrld ~ trsr tire f5'"Orilnge

01997 GOAUOPC

How to Create a Project Plan

125

Cost Estimates for the 3-Day Conference

These tables show the breakdown of all the estimated costs for the conference. The tables represent the work done in Steps 1 through 5 on pages 122-125.

I_Staffing.Costs. -,

1

' 1

!-

-

Marketing

NIA

Faclllt~es Program

e

m

/ A

100

'I $25

1 'I

Estimated total lntemal costs Rwson for medium mHng: More than 50% of the internal costs are stafflng costs and the staff tlme estlrnate was glven a medlvrn accuracy rating.

-

- -. .--

- -.- .

$2,500

$59,375 M

1

i

Contrnued on next page

126

Estimate Costs

wm7 OOLOFC

Cost Estimates for the &Day Conference (continued)

Hotel (staff)

N/A

The Madlson

The Food (based on 300 peaple) Madison TBD

Audiovisual Company

1i

Travel

St& speaker travel

a

N/A I

I

1

NIA

WA

I 1 Additional mkneys to o d e t unknown costs

I

Estimated total external costs (Range = &5%or $4,270) Reasons for high rating: The costs for the hotel and food are established by contractual agreements and audiovisual costs are based on prior experience. Travel expenses are variable, depend~ngon the speakers selected and thelr locations, so addltlonalmoneys have been added to the budget to allow for the unknown cost.

i

I

I 1

I

,

I 2

5144,775

'

--1

Sponsor's Cost Limit: $90,000 for external costs only. The team's estlrnate for external costs IS S85,400 and was assigned a hlgh accuracy ratlng equivalent to a 15% range, so the upper range of the est~mate('389,670) IS under the sponsor's lirn~t.

01997 GOAUOPC

1

1$85400H 1 ($01,130 \to$88,670)

--.--.-.

EstimatedTotal Project Cost

-

. $3,000

How to Create a Project Plan

i

127

Create a Spending Forecast Why do it? To project when the money for the project will be spent. The spending forecast gives credibility to the team's cost estimate and it helps the teammonitor the spending levels of the project.

How do I do it? 1. Assign the costs for the project to the week, month

or quarter in which the cost will be committed or actually spent. An easy way to distribute the costs is to match each cost to an activity or set of activities in the activity schedule. (The activity schedule is described on pages 102-109.) Then simply write the costs under the appropriate time period along the bottom of the chart. This will allow the team to see the schedule and costs by time period in one chart. Add up the total and cumulative costs for each time period.

If inl~rnnlcosts r n ~ r hr ~ tforcs~tt3n stnft1rigforect7st, Ihert crrlcrtlntr stczfirri,qcrwts 17y t l n i per.rotf. ~ Dlslrzhltfe ~JIC otlrrr ~ i r l ~ r n costc n l 17s, ~ p ? ~ r q > r ~ ch finrr try1 ke the hrst 8

128

Create Spending Forecast

the ..61

01997 GOAVQPC

Spending Forecast for the 3-Day Conference The table below shows just a part of the spending forecast for the conference.

---3,250--2,600

Staff Costs

-L-

4,200 2 700 --L-:

3,200~ -

5,000

7,000

+AddStional

moneys

1 1 1 ; 1 1

E l y Cumulative

01 997 GOALIOFC

2*7CO

3,6430

9,200

6,850

16,050 18,750

10,200 28,950

How to Create a Project Plan

129

Once the team has completed the activities that are required to produce a project plan, it's time to assemble the plan and get it approved. The plan describes what the team will do as it begins to execute the project. The plan should include an executive summary and all of the documents, tables, lists, etc., that were produced in the planning process. Once the plan is assembled, it needs to be reviewed with the sponsor and customer, approved, and then distributed to all of the key stakeholders of the project. When you n Get a1~ m atol mot with tt10 project.

Do thls activity:

Page

AssernMe the Projecl Plan

,3,

Make

-..... ...-..-.

=.rnyu,,u

,rm

game plan for the pro/etl. Create one infbmratbnsource

to answer project-related quostions by anyone at anv tlmo

130

Assemble the Plan

Assemble the Project Plan

Ap"g,",'$l',"," 131

01.1997GOALMPC

Assemble the Project Plan Why do it? To create a document, sometimes referred to as "the project book," that details the project plan. The plan describes how the team envisions doing the project, and after it is approved, it provides the team witha roadmap for executing the project. The project book is also the "answer book" for team members, stakeholders, the project leader, and the sponsor. How do I do it? 1. Create an executive or leadership summary for the

project plan. The summary's componentsand organizationwill vary according to your team's project and preferences,however, your team may want to use the outline on the next page to get started.

01997 GOAVQPC

How to Create a Project Plan

131

Generic Components of a Leadership Summary Project Scope Llst the name and objectives of =he project. Descrlbe the delrverables to be produced by the proJect, the life-cycle stages of each flnal dellverable, and the customers' crrteria far accepting each final deliverable Llst any organizational goals for the project. Don't forget about any organizational deliverables that are required by your project. You'll need

Project Scope Risk summarize the key rlsks of creatlng the final dellverables and descrlbe the key countermeasures selected by the team to reduce the risk for each dellverable.

Project Resources Team Membership: List the regular and ad hoc members of the team

Schedule: Show the milestone schedule and the deadline dates Define the team's risk ratlng for meetlng the deadline dates and list the key countermeasures selected by the team to reduce the risk of not meeting the deadllne dates.

s t a f f Time: Llst the estimate for the total staff tlme required for the project, lncludrng the a c c u r a q rating f for the estimate Indicate the stafflng limit. ( ~ there is one), whether the estrmate exceeds the limit, and if it does, the reason(s1 why the estimate exceeds the limlt,

Budget: Llst the total estlmate f o r lnternal and external costs, and the total estimate for the pro~ect. Ind~catethe spendlng limlt, l ~ fthere is one), whether the estimate exceeds the limit, and if it d o e s , the reasonis) why the estimate exceeds the limlt.

Other Issues List any other key issues, including those related to prolect boundaries.

2. Assemble the project plan.

Include the following sections: - Original Charter - Team Guidelines - Project Scope - Required Reviews and Approvals - Project Scope Risk - Required Reports - Team Membership - Schedule(s) - Staffing Estimates and Forecast (if required) - Budget

Estimates and Forecast (if required) Attach tables, charts, and other diagrams as appropriate.

TIrr 1rarr1'spwjecf plnn will hc eflskr to rrfld irnd rt+r to ~ f l Ims t SOINC of Llle snnzr chntnr terirhcs o f n rtxl book, iifal is, fl ct)r)~~r. n fnhlc of cot~tenfs,tnbs thnt [irzrrdrf~ncfr sectron,

Inrid n iink 4 publicailon. Tirp prnrcci h a k mtrsl be rrpci~lt{>c.d rrnd "rrprr!rtedU;IS i.firrtlp'.; ere ~ t ~ a to d cthe ~ I R I Z .T/1t3rtrolect b ~ w kcon ~ ~ Y b~T pldblisheil c*ltv,t?nnicnllv

I

3. Review the project plan.

All the team members of the project should be involved in reviewing the plan. If t h s isn't feasible, choose the team members who represent a good cross section of the organization. Do a "sanity" check to make sure the plan is complete and accurate.

01997 GOAUQPC

How to Create a Project Plan

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4. Review the plan with the sponsor and customer, if

appropriate. Make revisions to the plan as needed, based on sponsor and customer input. 5. Sign and distribute the plan.

The teammembers, the sponsor,and the customer, when appropriate, should sign the project plan. This is the contract that the team will use in moving forward with the project. Distribute the plan to team members, the sponsor, customers, and all key stakeholders of the project.

134

Assemble the Plan

mw7mxmpc

ing the Project

Now that the project plan has been completed and approved, it's time to execute the plan, which means creating the deliverables according to the customers' criteria for acceptance, within the h i t s of the budget, and according to the timelinesoutlined in thescheciule. At. this point, the team needs to anticipate potential problemsandaddress requests for changes to theprojcct plan. As the plan is being executed, the team needs to meet regularly to review the status of the project. In addition, both the customer and the sponsor need tobe kept informed of the project through regularly scheduled review meetings with the team. When you nu Track th

Deal with problemsor make

c h a ~ o to s the ~ l a n .

Revlew the progress c17 the project me project team.

win,

Revbw the progress b. ,,., project n t h the sponsororouslorner

Da thls activity: Pig; Mon~tor Project Progress

136

R e s o b Pmblems and Manage Change 14'

Hold Proled Team Meetings Hold Pro]& Revlew Meeflngs

lQ6

lSO

Monitor Project Progress Why do it? Toensurethat the project is movingforward as planned. Monitoring project progress gives the team a warning system for problems with the project, which allows the team to resolve them early and avoid more costly changes later on.

How do I do it? 1. Determinehow often the schedule, staff time, and

budget "actuals" should be monitored. Actuals are the real expenditures of money or staff time during the project, or the completion dates of scheduled activities for the project.

-

136

How often the actuals are tracked or monitored depends on how fast the work of the project is being done. For example, if a project will last only two months, actuals should be tracked at least once a week. If the project will last two years, actuals should be tracked at least once a month. Typically, the project leader monitors the main project, and subproject leaders monitor the subprojects. Monitor subprojects at least as often as the main project. . - - , *,. - , - + - --I f your fmr did nfiwrcnst for spending or st@ f ~ n ?a ~c pnrl , of the prolrcl pl~nf. nion~torlhw 4)i,wia~fsnccori-l~rr~ t~ t:i7firredin t lr~jnrecns

-.,-

Monitor Project Progress

01997GOAWPC

2. Compare the schedule, staff time, and budget

actuals to the plan, and calculate any variances. A variance occurs when the project is behind or ahead of the plan. Variances can be positive (the project is ahead of schedule) or negative (the project is over budget).Critical variances indicate the project as a whole is off track. The project leader can determine if the project is ahead of, behind, or on schedule by comparing the actual completion dates with the projected completion dates (as defined in the milestone, deliverables, and activities schedules that are described in Chapter 4). For example, to calculate the schedule variance for a deliverable or for the completion of a scheduledactivity, subtract the date an activity or delivery actually occurred from the date it was scheduled to occur. These calculations provide the schedule variance in days or weeks.

a997 G O A ~ P C

Doing the Project

137

Variance Calculation Sheet for the &Day Conference Completed May 31

-

Schedule (completion dates)

I Issue Final ;

1 Program

(

511

st4

I

1 : -

projected.

I

Budget

Internal Charges

.1 ! : NIA I

i 6umulatlve

' External

1r--.Charges -__I-l l cost

-

'

Curnulafive

* Total

-

Amy Lee was out 1 : slck for a week, -3 days Iwhlch delayed

$29 450

NIA

1

-

p

NfA

N/A

. $28,950

+$SO0

,

i

I

iNlA

N/A

NIA

'than planned.

I

.N/A -

138

I

Hotel depos~t

i was $500 less

Monitor Project Progress

-

01997 GOAUOPC

lf y ~ 7 r l rfrmif cnmplet~cf.cfi~fltimt- nrrd sp~/tdi?r~q forrrrrsfs ns part the ~ J M ~ Ep!ntr, C ~ if's rw:!fo itrlc~tlrrh*n irrrrintlc~~. Simply sirbtr nct f l i p crttitirlnfWe nctllnlsfionr fltr*L Y I ? ? ~litI Ifirre drtJ not do f7stifnntci l l t l l l 7 ~ 1 1 7 1 1 .1f !!0111. t~?f11 ;!I I."..,,* ft1ri>i,17sts, l!w pojei? fen~lcr7uzg, ,,,,,,< 6,LL,

I,, ir1ifctfirr stqffirr,ynnd s ~ ~ u t r l 3. Decide what action should be taken, given the kind of variance found.

If there is no variance in the schedule, staff time, or spending, and the numbers are accurate, the project is likely on course. If there is a positive variance, determine the reason for the variance. If there is a negative variance, the team will need to take further action. Is there a reasonable explanation for the variance? Is the variance a cause for concern? - If the variance is not a cause for concern, simply report an explanation for the variance. - If the variance is a cause for concern and can be resolved easily (without changes to the plan), then resolve it. If the variancecannot be resolved easily, put it on the issues list with the date required for its resolukion. 1f the action to resolve the variance requires changes to the project plan,usc the flowchart on page 145 asa guide in making changes to the plan. (The activity "Resolve Problems and Manage Change" on pages 141-145 describes the process for making changes and includes this flowchart illustration.)

01997GOAUOPC

Doing the Project

139

AllhnrigJ~a p s i 1 in+ T ~ R ~ I Z CI.; Pgen#mfll/ygood, if ~ f r /rrld~cntcs l ffrnt thr prolecf hns tfcnmfd frncrt I/rc3 pr oiect plfln. Pt-r/rnps ~ ~ T T ~ P ~ / rsI J I I ~ tn~ssl~r:{ or a /~r(>l~le.~n rusts thnt corlld prorl~{cr nt,,ynf ripe t-tfects ![1tpi4011. L ~l?rlrnr tlw r ~ n s o j ~ s fr~rp7:t7n/ L ~ C ~ ~ I Rposrt~i~? ~ C C , 171zd t i e ~ f i z r e!f. flrerip pnlrrrtfnl fiir f ~ ~ l r r r e p ~ c r l . , C O I I I ? ~ P ~ ~ ~ I P ~f oS rJlrm~nntr !I~~*S LIT prohni~ilrfuo f ' t h ~ sfprol~lr*mr; e occ

Actions Taken on May Variances (for 3-Day Conference)

No actions are required because:

I. The three-day delay in issuing the final program delays the brochure but does not affect other activities.

2. The two-day delay in t h e brochure

15n o t

c r i t ~ c atlo the project.

3. S t a f f time ts being tracked but has no s e t I~mit. 4. There is a $500 positive variance because the required hotel deposit is less than t h e team anticipated, b u t t h i s variance will d~sappearwhen t h e final hotel

140

Monitor Project Progress

01997 GOAUQPC I

Resolve Problems and Manage Change Why do it? To respond to problems or requests for changes to the project plan. Having a process for managing change gives the team a way of revising the project plan, when needed, so that the project stays focused on satisfying the customer.

How do I do it? 1. When achange is proposed, decide whether or not

it is a good idea. Requests for changes may come from someone outside of the team, such as the sponsor or a customer. Also, as team members are monitoring any changes in the environment, they may need to propose changes that will address a problem that has occurred or has the potential to occur. Changes in the environment include orpn~zational, regulatory, competitive, and teclmological changes that could have an impact on the project. Not every proposed change should be adopted. Be sure to ask, "Is this change good for the customer? The organization? The project?" If the change will not add value to the project, put it on the issues list to resolve with the person who requested the change. 2. If the change is a good idea and doesn't require

modifying the project plan, implement it. If the change doesn't modify the project scope, customer acceptancecriteria,schedule, staff time, budget, or risk level of the project, implement it.

01997 GOALMPC

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141

3. If the change requires modifying the project plan,

define the impact on the plan and prepare a change order. A change order is a one-page description of the proposed change and its impact on the project. How will the change affect the risk level of the project? The cost? The schedule? Most parts of the project planare interdependent, meaning that if one part of the plan is changed, other parts will likely need to he changed as well. For example, i f a d~angeto the project scope is required, itwill probablv affect theschedule,staff time, budget, risks of creating the deliverahles, and reviews and approvals needed. Re sure the team examines all the ramifications of a requested change. A c h n n p to tlrp p r o i ~ r !>Inn f is renIJv n rniil~prolectnlrd then-four, f l i p tm1~1 we& to fcllloii~fltr salrte set of steps th12t r f rird la c r ~ n f t f IIP origrntrl project pkm. HOTLJLTP~, d the clrnrrgei nrc srir11~1~, llrr tr'alir cnir xo tllrnrldr lltr steps qt~r-kllr L P flu~ lrr project g aridtlie ten irl d t ~ i ~ f ~ ~odifijt l t ~ , vject ; ~ l n ~ i , . . cxanlplc, !t flre sclledirle i s most tl?rpo~.lorrtand n chnrrxe h~ F C ~ J P of * f h ~ p~r~tjc'ct. 1 rhr st[@ timi!

nnd Etrdj

,

sd~crluIr.

142 Resolve ProblemslManage Change

01997 GOAMPC

Amy Lee found out that the Print Shop was having equipment problems and this would delay the printing of the conference proceedings, which were critical. An outside printer quoted a higher charge than was budgeted, so a change order had to be submitted to the project team and the sponsor.

i )

I I

II

F y d d : Frint Shop k s difficulty Leepinq ~-l;.adli~;t.~ beca~rsee ~ ~ i p m e nrce l i a b i l i t y i s low ano the projecterl ',~crklnaci ir. August 1s h i a h . gul:ting a s c r a i r ! or. t I . ! i J P P ~ ~ C I C , I~ Qlanga r-estedr

Go

;

to lutsi4e r . r i n t e ~

Pmpoled mlutirm: G n out f o r bids a n d p r i n t prn,rcei;ingc w i r l , an outside s u p p l i e r IImaCt

on project acwa: Ncne

Rimk rating far tho a d e t a a c e : Nn change

t ,andeadline &tea: qracr r z aggznvwi

No I m r t a c c i E change

Risk rntingm for Qaadl3.m dates: No cnanqes -act

on budpat:

$500

increase

I

j

Impact On project reports: None Irte Approved: P ~ o l e c tLeader

01997 GOAUOPC

I

Sponsor

, II

I Customer

Doing the Project

143

4.

Have the change order approved, and implement the change. Usually the project leader and the sponsor approve the change order. Customers should also approve the change order if the change will affect them. -

-

-

Y

The customers of the 3-day conference are not avarlable t o t h e project team and therefore are n o t rnvolved 1i-1 managing change f i e 5ponsor approved t;he change order for ari iwrsase t o t h e budge%.

5. Update the project plan to incorporate the change.

It is the project leader's responsibility to incorporate the change by amending the appropriate parts of the project plan.

144

Resolve ProblemshlanageChange

81997 GOAWPC

Managing Change The following flowchart shows the steps involved in managing change in a project. ski

a good idea?

Add it to the Issues lhst for resolution

Prepare the change order

approved?

Add ~tto the issues list for resolution

change

01997 GOALIOPC

Doing the Project

145

Hold Project Team Meetings Why do it? To periodically review with the team how the project is progressing so that concerns and opportunities can be unearthed, discussed, and resolved. How do I do it? 1. Prepare the variance reports on the project before the project team meeting.

Variance reports represent a quantitative review of project progress. (See page 137 for instructions on how to calculate a variance.) Usually the project leader prepares these reports and makes them available at each team meeting.

2. Schedule periodic team meetings to review the

status of the project. The frequency of team meetings will depend on the length and activity level of the project. - Short-lived projects, (those lasting six months or less), or projects that have a lot of ongoing activity, may require weekly or biweekly meetings. - Long-lived projects, (those longer than six months), or projects that have periods of little activity, may require monthly or bimonthly meetings. 146

Hold Project Team Meetings

81997 GOAUQPC

Type 7 proirffs 110 1101 relyifre srpnrnfe t ~ n m nit,rt.fr?rqsslnrr

/ / I F in?ln( 5

c?lreirii~/mrrfirr,q

Amy Lee halde b1mor7hlyrcvlew meetwgs w ~ t h t h e mnference project taam during t h e early par%of t h e execution phase of t h e project. However. when t h e conference draws closer. t h e project teem wlll meet weekly, or wen daily 5 nocdcd.

3. Review the current status of the project.

Team members should provide an update on the status of their assignments or the work in their subproject. Team members should report their concerns or issues with the progress of the project. If any of these concerns cannot be immediately resolved, put them on the issues list. The team should review the progress of the deliverables, and discuss any deviations from the plan. 01997 GOAUQPC

Doing the Project

147

The project leader should compare the actuals to the plan, and the team should discuss the reasons for these variances. The team should revisit the risk rating for the project scope and the risk ratings for meeting the deadline dates to determine if they are still valid. - If the risk rating has dropped, then some or all of the countermeasures may no longer be needed. - If the risk rating has increased, then new countermeasures may need to be developed. Any changes to the countermeasures should be reflected in the schedule. The team should again estimate staff time and spending to make sure they don't exceed the limits, if there are limits. If the estimates do exceed the limits, develop some countermeasures. 4. Review anticipated problems and requests for changes to the plan.

If requests for changes to the project plan have been made, follow your team's process for managing change (see page 145 for a generic process). Scan the environment for potential problems. Problems in the environment include organizational, regulatory, competitive, and technological changes that have an impact on the project.

Monitor fhc c~rstorner'ssitriniio~zfo he slrrp ~ r c ~ t l z r bns t z ~ drar~ged.Cltstorrr~rsqflcvr rfotr't nnd rmlrze 7ofrrv rr c*lrnrrgrcon affecl tnni/ rrt*,rlccfto ~ n f o r i hnt

orcrcwtcd.

It~lil~.

148

Hold Project Team Meetings

el997GOAWPC

5. Review and update the issues list. Review all the issues on the issues list, and note the resolution status for each issue.

Fully discuss any issues that the team has scheduled to be resolved by the meeting date. Review other issues quickly unless they are critical to the project. If the team cannot resolve an issue or cannot resolveit by the required date, decide what further action is required and make the required changes to the issues list. 6. Clear the "parking lot." .* Review the "parking lot" to be sure that all the issues, ideas, or questions that were brought up during the meeting have been addressed. 7. Recognize accomplishments in the project.

Balance the discussion of problems with a good dose of "a job well done." Everyone needs recognition now and then.

01997 GOAUQPC

Doing the Project

149

Hold Project Review Meetings

Why do it? To periodically review the progress of the project with the sponsor and the customer. Any problems with-or ideas for-the project that the team, sponsor, or customer may have canbe discussed, allowing the team to correct or improve the project process. How do I do it? 1. Schedule periodic sponsor and customer meetings

to review the status of the project. Sometimes the customer is not available, and the team will not be able to invite the customer to review meetings. Formal meetings with the sponsor and customer should be held on a monthly or quarterly basis, depending on the length of the project, the level of activity, or the degree of project risk. (Shorter projects should have monthly meetings, and longer ones quarterly meetings.) Informal, informational meetings between the project leader and the sponsor or customer should be held as needed. Clrrck to ser i f the S J ~ D I ? S ~F ~n l crrsforriPY ? rt.i?it.ii, i ~ ~ e t ~ fc111l i l ~l1ght's r-o~rri*ritrd.nrli nirll smv t i n r ~ fiir frrer!/orrr rchn sl

rrfrctiri~s

150

Hold Project Review Meetings

@1997GOWQPC

Amy Lee, t h e project leader f o r t h e 9-day conference, and Chria Wheeler,the project ~ponsor, have monthly review meetings. The project team is included in these medings when a life-cycle stage for the wnference i5 completed. For example, when the conference pian Is ready t o be iwucd a t t h e end o? &age 2 [Design or Plan), Amy, Chris, and t h e re& of t h e team will have a project review meeting. The customers of t h e 3-day conference are n o t available t o t h e project team and therefore are n o t involved in t h e review mectings. Customer issue* are discussed during t h e team review and sponsor review meetings. Marketing represent5 t h e voice of t h e custcmer a t these meetings.

2. Review the current status of the project.

The project leader should report on the progress of the deliverables. The project leader should report on the status of the schedule, staff time, and budget; compare them to the project plan; and explain any variances. The project leader should report on the current status of the risk for producing the deliverables and the risk of not meeting the schedule.

01997GOAMPC

Doing the Project

151

3. Discuss changes i n the environment and

anticipated problems. Discuss changes in the environment, such as organizational, competitive, regulatory, and technical changes that could affect the project. Review potential problems and requested or anticipated changes to the project plan. The customer and sponsor can help highlight things to look out for, suggest ways to avoid problems, and address or resolve problems. 4. Review the issues list.

The project leader should review the status of the issues that are external to the team. The customer and sponsor do not need a review of the issues that will be resolved within the team, but they do need to be informed of the issues that may affect them or that require their assistance or intervention to be resolved. .-.

-

--

'

%esurr thc t c m hns ~z-bnrrsf~d its-~pf%ions for rcsolnir~gthi? prc)hlt*m l~~f;>rr* nqkzng f!rf qlonmr or cf~stotrr~~r !o ~ e itrrloliwd-jrr~ltv t IT ~ t v ~ p k x nnsil-~r frt m could rr 'IIP qfrrcklu. 5. Solicit feedback from the sponsor and customer

on ways to improve the project. Ask the sponsor and customer for feedback on how they perceive the project to be progressing. Solicit ideas from them for improving the project.

152

Hold Project Review Meetings

~I~~~GOAL/Q

-

Chapter 6

ow to Close Out the Project When the customers of the project accept the final deliverables,it's time to close out the project. A project is closed out when the team members have received and evaluated all feedback on the project, and when the lessons learned from the project and recommendations for improvement have been shared with the organization.This helps future project teams duplicate the successes achieved and avoid the problems and failures experienced by the team.

Hold a Feedback Meet~ngw~th Customers

Get h d b a c k fmm the Eustomers

nn thn nerlmance of the prolea

what happen' elm ideas for

a

154

Hold a Team Meeting to Develop 157 Lessons Leamed

R e v h the project with the sponsor

Hold a Project Rev~ewMeetlng wtth the Sponsor

161

ed mk and recommenda?ons for future prnjects

Create the Close-out Reporl

162

Docunm! p

Hold a Feedback Meeting with Customers

Why do it? To solicit feedback and ideas for improvement from the customers of the project. By meeting with customers, the team gets to hear firsthand what they liked and did not like about the project. This helps the team decide how to do it better next time. How do I do it? 1. Review the commitments that were made to the project. Review with customers the executive summary of the project plan and any changes that were made to the plan.

2. Solicit feedback on the customers' satisfaction

with the project's deliverables. Find out how the deliverables have been performing for the customers. What has worked well for the customers, and what has not lived up to their expectations? lf thu orslrrrri~rscnntrot ntttwd f l r p n t ~ l ~ t i i z , ~ , ~ o l i ~thr~i i t f i e i l l ~ c kh ~ f o wthe mrctmr, n l ~ r l llzrrr ~ m l i r n t enrld r e ~ r r Ill€ l!K7~,tl?l~~rtrly a

3. Ask the customers for feedback on the review and approval process. If the customers did not participate in the review and approval process, skip this step.

Ask if the customers' expectations for the review process were met. What were they disappointed with? Whatwere they satisfied with? What do the customers think the team should learn from the process? What ideas do the customers have for improvement? 4. Ask the customers for feedback on their perceptions of how effectively project resources were used.

If the customers didn't "pay" for the project, either directly or indirectly (through internal charges), they probably weren't involved in how the resources of the project would be expended. In this case, skip this step. What do thecustomers thinkof the schedule, staff time, and budget? Were they realistic for the project? Is the value of the deliverables more than offset by the expenditures of time, effort, and money? Do the customers have suggestions for improving the way resources are used?

01997GOAUQPC

HOW to Close Out the Project

155

5. Solicit the customers' feedback on the quality and

frequency of the progress reports they received during the project. Were the customers satisfied with the reports produced by the project? Did they meet their needs? What ideas do they have for improvement? 6 . Ask the customers to evaluate the project process.

What was their experience of the process? Were the objectives of the project clearly communicated to them? Was the project plan thorough? Were the customers' interactions with the project leader and project team positive? Did the process for managing change work well? What would the customers have the team do differently next time? How could the project process be improved? What would the customers do differently next time?

The customers of :he 3-day conference gave their fecdbacr: on the covfersnce survey forme. 51nce t,hcy were n n t involved in t h e p r o j e c t p r 0 ~ ~ 5they 5 , could provids feedback only on the dellverables. The 5ponsor was abre t o provide t h e rernslrtng jeedback.

156 Get Customer Feedback

01997 GOAUQPC

Hold a Team Meeting to Develop Lessons Learned Why do it? To review the results from the project and to translate those results into lessons learned and recommendations for improvement. This allows the team to learn from their successes and their mistakes so that they can do a better job next time.

How do I do it? 1. Review the objectives for the project.

Review the project objectives as outlined in the charter (see Chapter 2). Review the executive summary of the project plan and any changes that were made to the plan.

Mnk? svre f ~ ~ d t 7 n is r ksofin'ted fionr fhe spnrrsor rr,rti nir I/ nfhcr kt?/ s!nke/m!itcrs ltcfi~wt l r ~ I ~ I P L ~shirts. ~ ~ I I 1~ 1 i i s ? I I ~ O ~ I ? I I { ~(1'111 I O ~ lie L rr!t!cnl to narlr~ntrllqthe prorrct crtzll derrc~/[v7irr,yfrrc* !r~.;sorr\Irnrrrrd,froin t r ~ t . p p m i e c t . 2. Compare the real deliverables to those described

i n the plan (under project scope). Develop lessons learned. Whatwas really createdversus whatwasplanned? Did the deliverables comply with the customers' and sponsor's acceptance criteria? Were the customers satisfied with the deliverables? Was the sponsor satisfied? Was the risk of creating the deliverables assessed accurately? Were the assumptions correct? Were the countermeasures effective?

O I ~ ~ ~ G O A ~ P C HOW

to Close Out the Project

157

3. Evaluate the review and approval process. What worked well in the review and approval process? What didn't work well? Were there enough reviews? Were there too many? Did the right people conduct the reviews? 4.

Review team membership. Were the right people on the team? Were the ad hoc members useful?

5. Compare the actuals for the schedule, staff time, and budget to the project plan. The project leader should prepare and distribute the report onvariances before themeeting. (Calculating a variance is described on page 137.) Were there deviations from the project plan? Why did the deviations occur? Could they have been avoided? Was the risk of not meeting the deadlines for the schedule accurate?

6. Review thestatus reportsproduced forthe project.

Were the reports produced on time? Were they helpful in monitoring the project? Ifnot, why not? 7.

158

Evaluate the feedback information on the project process, and develop ideas for improvement. Evaluate the feedback from the sponsor and any other key stakeholders that were surveyed. Develop Lessons Learned

01997 GOAUQPC

Review the survey results, and discuss team members' perceptions of the process. What worked? What didn't work? How did the process for managing change perform? Were the team meetings effective?

Generic Feedback Survey Form

, Description-Propct objectlves were clear

2 _.

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3

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Project lhmlts

1

I

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,

Sponsor and management 1 support anct~nputs' were helpful in , meebng obp2t~es

I L

i

I

1

Note: Explaln anythlng with a rattng of 3 or less and anv extraordlnarv successes.

01997 GOAUQPC

How to Close Out the Project

159

8. Discuss the lessons learned on the project, and develop ideas for improvement.

Discuss lessons learned for each area of the project-deliverables, reviews and approvals, team memberslup, and so on. What can be improved in each of these project areas so that future teams can avoid making the same mistakes and duplicate the same successes?

160

Develop Lessons Learned

@I w7 GOALMPC

Hold a Project Review Meeting with the Sponsor

Why do it? To review with the sponsor the results of the project and the team's preliminary ideas for improvement. By soliciting the final inputs from the sponsor before the close-out report is written, the team gets the benefit of the sponsor's ideas and creates more acceptancefor the team's final recommendations. How do I do it? 1. Review the project plan. Review the executivesummary of the project plan and any approved changes to the plan. 2. Review the project results. Review the results for the deliverables, the review and approval process, the risks of creating the deliverables,team composition, the schedule,staff time, the budget, and project reports. 3. Discuss with the sponsor the lessons the team

learned from the-project. Solicit additional lessons learned from the sponsor. 4.

Discuss ideas for improvement. Review the team's ideas for improvement.Solicit additional ideas for improvement from the sponsor.

QI~~~GOALIQPC

HOW to Close Out the Project

161

Create the ~10.e-outReport

fi

Why do it? To create a report for the organization that explains the performance of the project and the lessons learned, and makes recommendations to senior management for improvements to the project management process. By writing a close-out report, the team shares its project experience with management and with future teams so that the lessons learned will be passed onto others.

How do I do it? 1. Create an executive summary for the close-out

report. Divide the executivesummary into the following sections:

- Project Scope and h s k - Schedule

- Staff Time - Costs - Lessons Learned Within each section, document the following: - The original plan objective, deadline, or limit - Any changes made to the plan -The actual results of the project, that is, actuals for staff time or budget,actual final deliverabledates, the customer evaluationof the final deliverables - What was learned related to that section and what should be done differently next time (in the lessons learned section, summarize the overall lessons learned from the project and recommendations for improvement) 162 Create Close-out Report

01997 GOAVOPC

2.

Attach reports onprojectvariances; feedback from the customer, sponsor, and team; lessons learned; and recommendations for future projects, if available. Record the feedback received from the customer, sponsor, and team members. Include any results from review meetings.

3. Distribute the report and archive it.

Provide a copy of the report to the sponsor, to regular and ad hoc team members, and to other teams that might benefit from the lessonslearned. If a program office or steering group exists that oversees projects, send them a copy of the report as well. It will serve as a source of ideas for improvement and as data for possible statistical analysis.

~IW~GOAUQPC

HOW to Close Out the Project

163

Close-out Report for the 3-Day Conference Project Dates: January 1 to December 31

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Schedule Plan Bate for conference: September 27-29 Actual date of conference: September 27-29 The schedule w a s adequate and allowed enough time to Secure t h e speakers and t h e h o t e l A t l e a s t six months 1s needed for these actlvitles The brochure and postcard were sent out e a r l y enough and generated 325 registrations The organil3tlonal goal was 300 registrations.

Staff ~ i m e Total staff time in plan: 1,375 hours or about 8 months (medium accuracy) Changes made to plan: None Actual staff time: 1,625 h o u r s or about 9l/zmonths 'hi

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costs Total external cost- in plan: $85.400 (high accuracy) Changes made to plan: $500 01 more for outside prlnting Actual external costa: $84.775

164 Create Close-out Report

@ I 8 9 7 camw

Page 2 of 2

Costs continued 1

The budget and subsequent changes were adequate to stay withln budget limits The toad did not recerve h i g h ritlngs, so the allowance for food should be increased next year. Mslntaln the marketlng budget to purchase addltlonzll mailing lists The orlglnal budget and subsequent change orders were reasonable. Leesons married

-

Successes Deliverables Conference location (warm location was a plus) Conference sire (good size but could be as large a5 400)

-

Choice of sgeakers and speaker presentations (excellent balance of consultants and practlt~oners) Project procsse P r o 3 e c t plan (helpful because the team knew when Lo do what)

mccmmndations £or inprovenent Deliverable- Hotel food needs more varlety and healthier optlans - Meetlng rooms should be larger with more open space Project process M o r e complete informarlon in the charter wlll reduce rework; constraints not illways known untll work was done -Better rlsk assessment will reduce rework and inefflclenc~es

. .

Attachmante variance Analysis of the Schedule. ~udget,Staff Time,

and P r o ] ec t Scope Partlclpant Feedback and Customer SaLlsfact.lon Surveys Project Team Survey

Recommended Activities for the Project Types The table below lists the project types described in this book (type 1,2 and 3) ancl the specific activities that are morrr~r~~~~~tfcil ior each project type. Keep in mind thateach project is different and that your project team should juc1,ge the appropriateness of completing a specific act~vity,whether i t has been recommended or not. This table, while intended for all project types, will be the most useful for type 1 project teams since they will be completing the fewest activities and may want to quickly review just these activities. Refer to page 7 to see the distinctions between project types.

Create a Charter (sponsor doe. thiil

'41'

Work Together as a Team

43-50

Expand on the project scope description

54-55

Determ~neinterim deliverables

5M0

Determine processes/projects

I1

ALL

64-68

Complete rev~ewsi approvals list

70-72

166

ALL

ALL

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1/

11

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1

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61-63

Create subprojects and assign work

-

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01997 GOAVOPC

Pm]ectActbltIes by Chapter

Assess the risk

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page

74-77

/

CompIete status reports list

1

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TVpe

d

3

d

d

Review team membership

83-87

/

@

/

Construct milestone schedule

89-93

v

d

4

Create deliverables schedule

94-1 01

/

Create activity schedule

102-109

d

Draw Gantt chart

11 0-1 1 1

Estimate staff time

11>117

Create stafflng forecast

118-120

Est~matecosts

122-1 27

Cmle spendlog forecast

12&129

AssamMe the plan

131-134

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01997 GOAUQPC

Recommended Activities

167

Tool Application Chart

The chartbelowsummarizes how projectteams typically use tools in their projects. The last column on the right (MJl1page) refers to the p a g s in theMetnoryJo,ggerTW I1 that describe the tool. 7 7 1 ~Menlory Jocy,qerIf: A Pocket Guide o f Tno1.sJnr Corrtinuolis ltnprovm;~~rt and Eff~ccliae Plnnnitlg is also published by GOAL/QPC.

Identify and calculate the critical path

ty Nehwrk 3m

(AND)

NA I

Determine how to shorten a schedule that does not meet deadlines

3-11

ldentify customer requirements when they are undefined Affinity Diagram

N/A

'Clarify any Issue that is 12-18 confusing or overwhelming Achieve breakthroughs in the development of deliverables

1

.Generate ideas for an Affinity Diagram Bra~nstormlng

46. 75

1 10, 145

Generate Ideas for project del~verables(to use In a Tree D~agrarn) Document a process that will be improved or created 56-62 as part of the project

*'

/GanttDhafl

111

Display the project schedule ataglanc.

I

1

5 23

143

N/A

a

Record team respons~b~l~t~es Document revlews and

.

Dlsplay the Issues 1st and change requests

Select wunlermeasures to reduce r~sk

About this Book The method described in this book was developed by the authors to help simplify the process of moving a project successFully from concept to completion. Jt b consistent with industry standard approaches such as PMBOK (Project Management Body of Knowledge), with an emphasis on participation, empowerment, individual accountability, and bottom-line results. It utilizes tools and concepts from continuous process improvement and applies them to making project management accessible to anyone working on a project.

I

About the Authors Paula K. Martin and Karen Tate, PMP . . are co-founders of MartinTate, a management training and consulting firm that specializes in project management training for everyone in an organization, including project teams, project leaders, sponsors, and senior-level managers. MartinTate also provides project management constdtingservicesand trainingprograms on management accounhbility and matrix management.

.

Karen is a project management professional (PMP), certified by PMI. She has over 20 years of project management experience-as a project manager, project sponsor, program manager, project trainer, project facilitator, and project consultant. She has worked In projects in engineering, manufacturing, design, procurement, construction, and total quality. Paula also has extensive project management experience. Before becoming a consultant, she directed American Cyanamid's U.S. new product development cfforts.overseetng hundreds of projects a n d project teams. Paula h a s also consulted extensively on thcsubject ofaccountabilityand sheis author of The Ruck Stops Here: Acruuntnbility and the Empowered Manager.

issues list, 43, 50, 149, 152 lessons learned, 157-160 life-cycle stages, 18-20, 56-58 managing change, 141-145 change process flowchart, 145 meeting guidelines, 4 7 4 8 meetings getting customer feedback, 150,152, 154-156 to monitor project progress, 146-149 to review project status, 150-152 milestones, 90,91, 100 milestone schedule, 88, 89-93 organizational deliverables, 16, 55, 106 conference example, 17 definition, 16 See also deliverables; final deliverahles; interim deliverables organizational constraints, 34 organizational goals, 16 outsourcing, 30 parking lot, 43,49, 149 planning. See project plan problem resolution. See managing change process, definition, 61 process decision program chart (PDPC), 75 project definition, 1 determining start and end dates, 89 phases, 5 pitfalls,.3 purpose, 53 success, 2

project book, 131, 133 project charter. See charter project close out. 153-165 conference example, 164-165 creating the report, 162-163 project constraints, 34 project costs accuracy of cost estimates, 124 costs by time period See spending forecast cost estimates vs, limits, 124-125 conference example, 126-127 estimating costs, 122-123 setting limits, 30-31 project leaderlmanager roles of, 6 selection of, 26-27 project learnings. See lessons learned project management definition, 2 overview flowchart, 10 project plan, 51-134 definition, 51 comparing plan to actuals, 136-137, 148,158 executive summary components, 132 how to assemble it, 130-134 making modifications, 142 project priorities, 35-36 project resources, 80, 81, 132, 155 definition, 4 project risk. See risks project roadmap, 9 project scope, 37,5348, 132 definition, 4 description, 54-55 identifying processes and projects within it, 6 1 4 3 overview. 13-17.54

01997 GOAUQPC

project scope risk, 37,73-77, 132 project sponsor. See sponsor project team roles of members, 6 selection of, 2 6 2 7 project types, 7-8,51, 166167 quality criteria, 58,59,60 reports close-out report, 162-165 executive summary components, 162

status reports, 7&81 to monitor progress, 32-33,78-81 resources. See project resources review meetings, 15G152, 161 reviews. See approvals risks connected with project scope, 73-77

definition, 4 developing countermeasures, 75-77

establishing limits, 24-25 schedules. See activity schedule; deliverables schedu1e;Gann chart; milestone schedule scope. See project scope spending comparing estimates to limits, 124-125

setting limits, 31 spending forecast, 128-129 sponsor definition, 4 roles of, 5 4 staff time accuracy of estimate, 114 by time period. See staffing forecast estimate vs. limit, 115-116

making estimates, 113-117, 118 setting limits, 30 staEng cost, 122-123 limits, 31, 124-125 stafking forecast, 112, 114, 118-120

stakeholders, 83-84 definition, 26 subprojects as stakeholders, 84 definition, 4 identifying subproject deliverables, 6 M 7 subproject tree diagram, 65 creating it. 64-68 team boundaries, 18-20 conference example, 20 team commitment, 44 team composition selecting members, 2 6 2 7 stakeholder representation, 83-85

representatives for relevant processes/projects, 86-87 team coordinator, 107 team meeting procedures, 4 7 4 8 team meetings, 146149,157-160 teamwork process, 43-50 variance definition, 137 positive and negative, 139,140 reports, 138, 146 work division. See subproject tree diagram

Index

175

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The Memory JoggerTM 11 -.

This pocket guide-expanded and improved from the original Memory Jogger-is designed to help you improve the procedures, systems, quality, cost, and yields ., related to your job. The Memory JoggerTM 11 combines the basic Quality Tools and the Seven and Planning Management Tools in an easy-to-use format. It includes continuous improvement tools such as Cause and Effect, Histogram, Run Chart, Pareto Chart, and many more! Available in Spanish, French and other languages. Code: 1030E c

i

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The Memory Joggerm five miltion in print, 7 % ~Memory loggrrM is j designed to help everyone in i/ j~w'\ your company improve on a daily I '( basis the procedures, systems, ! :1 quality, cost, and yields related to i---I their jobs. It includes practical instructions and examples of various techniques used in problem solving. With an emphasis on the main phases of problem solving, problem identification, and problem analysis, The Memoy JoggerTM is the perfect way to involve every member of your organization in quality achievements. Code: 1008E - -- - -

\-zMO~y

; With more than

\

:;z;S*pnr*pnr

4

-r

Quantity discounts are available.

The Team Memory JoggerTM Easy to read and written from the team member's point of view, The Team Memory JoggerTMgoes far beyond basic theories to provlde you w ~ t hpract~calnuts-andbolts action steps on preparing to be an effective team member, how to get a good start, get

Team Memory JoggerTM also teaches you how to deal with problems that can arise w i t h a team. it's perfect for all employees at all levels. Available in Spanish. Code: 1050E

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The Memory JoggerTM 9000/2000 The Memmy JoggerTM 9000/2000 wiU guide you through the latest modifications to the IS0 9001 standard, with easy-to-follow instructions to prepare for, implement, and maintain IS0 registration. This powerful pocket guide provides each employee with a clear understanding of the changes in terminology and clause structure from trlc, 1994 standard, and answers key questions about each employee's role in the registration process. Updated IS0 9001:2000 clause names and structures, paraphrased and organized into easy-tofollow sections. Comparison of IS0 9000:1994 and IS0 9001:2000 clause structures Examples, notes, pitfalls, and illustrations to foster understanding Code: 1065E

Coach's Guide to The Memory JoggerTM 11 CD-ROM Package The Coach's Guide Package makes it easier than ever to use The Memory JoggerTM I1 as a key resource in your effective training efforts. You can get your teams to better use the Basic Quality Control Tools and Management and Planning Tools so that they can achieve their objectives and improve . their self-sufficiency in solving problems. The tools included are: Activity Network, Affinity, Brainstorming, Cause & Effect, Check Sheet, Control Chart, Flowchart, Force Field Analysis, Histogram, Interrelationship Digraph, Matrix, Nominal Group Technique, Pareto, Prioritization Matrices, Process Capability, Radar, Run, Scatter, and Tree. Each tool has a set of overheads that includes: A summary of the steps for using the tool An overview of the steps in flowchart form Illustrations of the tool at different steps Finished examples of the tools. The CD-ROM Package includes: 1 Coach's Guide 1 CD-ROM disk with 187 overheads in Microsoft PowerPointTM 5 copies of The Memory JoggerTM I1 You can print the overheads as you need them and you can customize them too! Code: 1046 Quantity discounts are available.

Project Management Techniques: A Two-Day Workshop This practical, two-day workshop teaches all the basic management methods that project leaders and team members need to successfully complete projectswithout costlv rework. Leaders will learn methods to keep projects within budget and on schedule. Team members will learn how to participate more effectively during a project's planning and monitoring phases. The workshop follows the step-by-step method outlined in the Project Management Memmy Joggep. This method provides a general, flexible architecture for project management that any team can use to manage all types of projects in the organization. Attendees will gain practical experience by working through a project of their own under the guidance of an experienced instructor. What You Will Learn

How to plan, execute, and close out projects using the easy-to-follow, step-by-step method, How to develop a deliverables schedule, How to make a risk assessment and develop countermeasures to reduce risk, How to write a charter, create an effective project plan, monitor project progress, and manage changes to the project plan. Visit our web site at www.goalqpc.comfor more informationabout this workshop, and all our other InterActive training courses.

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