Please read the attached file and complete our end of semester lesson paper.

3 pages

We have 48 hours.

Learning Connection:

This assignment is directly linked to the following key learning outcomes from the course syllabus:

· Describing administrative project closure tasks

· Describing how to conduct a Lessons Learned and how to work with the results of this process.

In addition to these key learning outcomes, you will also have the opportunity to evidence the following skills through completing this assignment:

· Critical thinking

· Problem solving

· Professional writing

Assignment Instructions:

For this assignment, you are to write a three page paper describing the key elements of the project closure and lessons learned process. In order to do well on the this paper, you need to provide not only an overview of the key elements of the closure process, but you need to address why these elements are important and necessary, and you should also speak to how the main elements should be completed. Within the content of your writing on project closure, you should provide information on how one should conduct a lessons learned, who should be involved, how information might be gathered, and how the results can and should be used in a consistent manner. Please review the general guidelines below as well as the attached rubric for information on how I will be specifically evaluating your submission.

Here are some general guidelines for formatting:

· Make appropriate use of title and headers

· Paper should follow APA6 formatting guidelines throughout

· Paper should cite a minimum of two sources

· Paper should be no less than 3 pages and no more than 4 pages in length (this is the body of the paper, and it does not include the title page or reference page)

· Submit one copy of your paper to your instructor through the appropriate Turnitin link below. Keep a copy for yourself and send a copy to the entire group.

· All Assignment files are due by 11:59 pm, Saturday EST, using the Turnitin link below.

Week6 Paper: Project Closure & Lessons Learned

Grading Rubric

Failing Below

Average

Average Above Average Superior

0 – 60 (F

range)

70 – 79 (C

range)

80 – 89 (B

range)

90 – 93 (A-

range)

94 – 100 (A range)

Topical

Content &

Focus (75%)

Paper does not

sufficiently

address

the

closure and

lesson

learned

processes and

does not cite

the

appropriate

number of

external

sources (2)

Paper only

partially

addresses

some or all of

the closure

and

lesson

learned

processes, and

only cites in-

class

sources

supporting

case

Paper fully

addresses the

closure and
lesson
learned

processes

in

a thorough

manner and

makes good

use of

research by

citing at

least two

relevant,

non-course

resources

Paper fully
addresses the
closure and

lesson learned

processes and

shows

thoughtful

consideration of

the integration

between the

related topics

from the course

readings and

student’s

independent

research,

including the

citation of two

peer reviewed

sources

Paper fully addresses

the closure and lesson

learned processes,

shows thoughtful

consideration of the

integration between

the related topics from

the course readings

and student’s

independent research,

including the citation

of two peer reviewed

sources, and evidences

a superior

comprehension of the

relevant processes

Personal

Competencies

(10%)

 Critical
thinking

 Problem
solving

 Professi
onal

writing

Submission

reflects no

applicable

personal

competencies

Submission

reflects a

minimal

applicable
personal
competencies
Submission

reflects both

applicable
personal

competencie

s in an

acceptable

manner

Submission

strongly reflects

applicable
personal

competencies

integrated

throughout the

assignment

Submission reflects an

excellent use of

applicable personal

competencies

integrated throughout

the paper in a way that

synthesizes the

personal competencies

with the key topical

areas

Grammar &

Clarity (10%)

Writing

contains

numerous

errors in

spelling,

grammar,

sentence

structure, etc.

that interfere

with

comprehensio

n. The reader

is un

able to

understand

some of the

intended

meaning.

Frequent

errors in
spelling,
grammar,
sentence

structure,

and/or other

writing

conventions

that distract

the reader.

Minimal

errors in
spelling,
grammar,
sentence

structure

and/or other
writing
conventions

but the

reader is

able to
understand

what the

writer

meant.

All work

grammatically

correct with rare

misspellings.

All work

grammatically correct

with rare misspellings.

Formatting

(5%)

NOTE: Gross

failure to

provide

PROPER

citations and

references –

particularly

with regard to

direct quotes –

will result in

sanctions as

outlined in the

academic

honesty policy.

Multiple

errors in

formatting,

citations, or

references.

Some errors

in formatting,

citations, or
references.

Rare errors

in
formatting,
citations, or
references.

Virtually no

errors in
formatting,
citations, or
references.

Virtually no errors in

formatting, citations,

or references.

PJM600

0

Project Management Practices

Week 6

Deb Cote, MS, Professor Al Grusby, MBA, PMP®

1

Review Last Week
➢ Change management

➢ Integrated Change Control, Change Request Form

➢ Project execution

➢ Project monitoring and controlling

➢ Pareto Principle

➢ Leading vs. Lagging Indicators

➢ Baselines

➢ Earned Value Management (EVM)

➢ Team development

➢ Issues management

➢ Ethics

2

Lecture Overview

❑Project closure

❑Aspects of the closing phase

❑Closing an unsuccessful project

❑

Lessons Learned

3

4

Project Management Processes

Initiating Planning Executing Monitoring and Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge

Monitor and Control Project Work
Perform Integrated Change Control

Close Project or Phase

Plan Scope Management

Collect

Requirements
Define Scope
Create WBS

Validate Scope
Control Scope

Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule

Control Schedule

Plan Cost Mgmt.
Estimate Costs
Determine Budget

Control Costs

Plan Quality Management Manage Quality Control Quality

Plan Resource Management
Estimate Activity Resources

Acquire Resources
Develop Project Team
Manage Project Team

Control Resources

Plan Communications Manage Communications Monitor Communications

Plan Risk Management Implement Risk Responses Control Risks

ID Stakeholders Plan Procurement Conduct Procurements Control Procurements

Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement

• Client / Sponsor processes

• Deliverables processes

• Stakeholder processes

• Project plan / file processes

• Project Team processes

Aspects of the Closing Phase

5

PMI Initiation Planning Execution, Monitoring, & Controlling Closure

• Deliverables review

• Final acceptance

• Sign off to accept project as complete and
deliverables as acceptable

• Project feedback

Project Closure – Client/Sponsor

• Final inspections / review

• Hand off or exchange process

•

Document

acceptance

Project Closure – Deliverables

• Contract closeout

• Accounts payable

• Performance reviews

• Waivers

• Close procurements

Project Closure – Stakeholders

• Final updates to project file

• Document lesson

learned

• Create project summary

• Archive file

9

Project Closure – Project Plan/File

• Team evaluations

• Re-assignments

• Team lessons learned

• Celebrate success – Take opportunity to thank those
that contributed (even if not a successful project)

1

0

Project Closure – Project Team

Team Re-assignments

• Have new assignments planned before the project ends

• Some team members may be re-assigned before the end of
the project

• Where do folks go?

– May follow the product to Operations

– Go on to other projects

– Start new project with derivative products (Program)

– End of contract

11

Types of Project Closure

• Normal

– Completed normally

– Transferred to Operations

• Premature

– Pressure to get to market may drive releasing a product before it is ready

– May have a window of opportunity that is closing

• Perpetual

– Never ending project

– Focus on making it better instead of getting something out to the market

12Project Management: The Managerial Process, Larson, Gray

Types of Project Closure

• Failed

– Easy to close down

– Many times not the fault of the project team

– Should understand/communicate the reason

• Changed Priority

– Business priorities change

– Some project put on hold or simply cancelled.

13Project Management: The Managerial Process, Larson, Gray

• What makes a project unsuccessful?

• Internal projects

– Work through issues with sponsor

• External projects

– Consult with company’s attorney

–

Communicate

carefully

– Cancel all work

14

Closing an Unsuccessful Project

15

▪ Confirm operational

handoff

▪ Complete contracts

and administration

▪ Perform lessons

learned

▪ Release resources

▪ Celebrate success

Project Closure – Reminders

Class Exercise – Project Closure

• You are completing an 18 month project building a new 10-story building
in downtown NY. The building opens in 4 weeks and your team will be
dissolved.

• Answer the following:

– What are some steps you, as the project manager, can take to reduce the
anxiety of your team as you approach the end of the project?

– Why is this important to think about with respect to this project?

• Think about your answer individually (10 minutes)

• Get together in your groups and agree on a plan (10 minutes)

16

17

At the most basic level, project lessons

learned are the tangible results of an executed

project review, taking the project experience and

breaking it down into actionable conclusions

about what went right, what went wrong, and

what could be done better.

Lessons Learned

18

 Exploit successes

 Prevent repeating errors

 Teach important

lessons

Avoid re-inventing the wheel

 Share intellectual capital

 Uncover training needs

 Improve processes

 Increase customer satisfaction

 Discuss challenges without pressure of deadline

Lessons Learned Benefits

19

I don’t want to
admit my
mistakes

People will
just blame
each other

The same errors
are repeated
every project;

nothing changesIt takes too
much time

The project is
done; I just

want to move
on

We don’t have
a knowledge
base to share

lessons

Lessons Learned Excuses

20

Short Projects Long Projects

All Projects

Closure Stage Stage Closure

Stage Stage Stage Stage Closure

Lessons Learned Timing

❑ Involve all relevant stakeholders

❑ Explain process to participants

❑ Emphasize no blaming

❑ Ongoing document/store

❑ Include all experiences

❑ Solicit final feedback

❑ Act quickly

❑ Identify lessons

❑ Archive lessons

❑ Make accessible

❑ Disseminate lessons

❑ Reuse lessons
21

Lessons Learned Guidelines

1. Collect

2.

Analyze

3. Document

4. Communicate

5.

Incorporate

22

Lessons Learned Approach

23

Lessons Learned

Log

Survey

1-on-1s

Sticky

Notes

Flip

Charts

Dedicated Team Meeting

Collect

Questions to ask

• What went well (Accomplishments/Wins)?

– What has the project Produced, Created, or Achieved.

• What could have gone better (Challenges)?

– What has the project NOT produced, created, achieved that was
expected or needed?

– Project shortcomings

24

25

Analyze

26

Document

MANY organizations perform lessons
learned, but FEW use them.

27

SHARE!

Communicate

28

Incorporate

29

We didn’t have enough resources.

• Common feeling

• Doesn’t blame, but –

• What resources – Analysts, programmers, business experts?

• How could this be avoided next time?

Jack never attended our team meetings. That’s not fair!

• Shouldn’t call out one person; instead, suggest attendance didn’t seem mandatory

• Instead of focusing on the behavior, should say what happened, or didn’t happen, as
a result?

The interface rocks!

• Is this a lesson, or just an observation?

• Did the team do something to improve or create a great interface?

Good or bad? When team members say –

Lessons Learned Examples

Class Exercise – Lessons Learned
• Hurricane Maria –

– In September 2017 Hurricane Maria struck Puerto Rico leaving in it’s wake death and
massive destruction.

– Even today, many things on the island are not back to normal including, power outages,
availability of clean water and food, shelter, communications, etc.

• Based on what you know of this disaster and efforts to bring relief to the citizens
of Puerto Rico perform Lessons Learned:

– What went well (Accomplishments/Wins)?

– What could have gone better (Challenges)?

• Analyze the root cause.

• Think about your answer individually (10 minutes)

• Get together in your groups and agree on 2 or 3 Lessons Learned to discuss with
the class (10 minutes)

30

31

Release Resources

32

Project Recognition and Celebration

Lecture Review

✓ Project closure

✓ Aspects of the closing phase

✓ Closing an unsuccessful project

✓ Lessons Learned

33

What’s Next
• Reading Assignments

• Videos: Curriculum Maps (make sure to watch these!)

• Week 6 Secondary Discussion Dost due by Saturday 11:59pm

• TWO written assignments:

– Curriculum map due by Thursday, 11:59pm
• Can do it all in a spreadsheet.

– Closure/Lessons Learned paper due by Saturday at
11:59pm

• IMPORTANT: Plan Ahead. No assignments accepted after
Saturday so can grade by deadline

Thank you for a great semester! 34

PJM6000

Project Management Practices
Week

4

Professor Al Grusby, MBA, PMP®

Review Last Week

2

➢Activities within initiation

➢Developing a Project Charter

▪ Purpose, what else included, not a living document

➢ Project considerations

▪ Assumptions, dependencies, risks, constraints

➢ Project scope

➢Work breakdown structure (WBS)

➢ Estimating cost and work

▪ Accuracy, techniques, PERT formula

➢ Roles & responsibilities of PM, project team members

Lecture Overview

❑Class mid-point

❑Stakeholder identification

❑Stakeholder analysis

❑Communications planning

❑Communications Tips

❑Analyzing and assessing how the stakeholder register
informs the communication plan

❑Role of PM and project team in stakeholder and
communications planning and management

3

Class Mid-Point

4

• How is the pace?

• Learning more or less
than expected, or had
no expectations?

• Any questions on
discussed topics?

• Is project management
what you thought?

• Is it a profession you’d
consider?

• Review some concepts
thus far – you tell me!

5

Project Management Processes

Initiating Planning Executing Monitoring and Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge

Monitor and Control Project Work
Perform Integrated Change Control

Close Project or Phase

Plan Scope Management
Collect Requirements
Define Scope
Create WBS

Validate Scope
Control Scope

Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule

Control Schedule

Plan Cost Mgmt.
Estimate Costs
Determine Budget

Control Costs

Plan Quality Management Manage Quality Control Quality

Plan Resource Management
Estimate Activity Resources

Acquire Resources
Develop Project Team
Manage Project Team

Control Resources

Plan Communications Manage Communications Monitor Communications

Plan Risk Management Implement Risk Responses Control Risks

ID

Stakeholders

Plan Procurement Conduct Procurements Control Procurements

Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement

Project Planning

6

• Consider how you would feel if –
The classes and/or requirements in your CPS program major
changed next week and you were not told about them.
(Updating the program would be a project.)

• Many times we are assigned a project and want to
jump to:
▪ Creating the schedule
▪ Identifying the project team
▪ focusing only on sponsor or executive team needs

• Before all that – consider who the stakeholders are
and how they inform our communication plan
approach.

Stakeholder Definition

7

An individual, group, or organization, who may affect,
be affected by, or perceive itself to be affected by a
decision, activity, or outcome of a project.

PMBOK, p563

Identify
stakeholders

Analyze their
needs, wants,

and impact

Set
stakeholder
expectations

Establish
stakeholder

management
strategies

Stakeholder Planning & Management

8

How do we
communicate
with them?

How do we
identify
them?

Who is
Impacted?

9

As the project manager, part of

your role is thinking broadly about

impacted stakeholders….

Stakeholders

Identify Stakeholders

Stakeholder
Identification

External
Customers

Internal

Customer
Sponsor Project Team Project Office

Executive
Team

Management
Team

User Groups

10

Common Stakeholder Groups Can be positively or

negatively impacted…

• Internal Stakeholders

– Project Team, Sponsor, PMO, Senior Mgt., IT Dept., HR

• External Stakeholders

– Suppliers, Customers, Competition, Public, Legal, Political

Identify Stakeholders

11

Identify Stakeholders

12

Good Example of Bad Stakeholder Process

13

Stakeholder Register

Stakeholder
Stakeholder
Interest(s) in
the Project

Assessment of
Impact

Potential
Strategies for

Gaining
Support or
Reducing
Obstacles

Analyze Stakeholders

14

• Chart stakeholders by how much power and
influence they have over your project.

• Determine how to communicate and work
with stakeholders based on their grid
position:
Low interest / low power: Keep tabs on their
interest level as it may shift, but only update
them with critical information.
High power / low interest: Work to satisfy
them but don’t overwhelm them with too
much communication.
High interest / low power: The biggest thing
this group wants is information. Keep them
informed of the project’s process and update
them as it progresses. Let them know about
roadblocks and successes.
High interest / high-power: These are your
key stakeholders – fully engage them with
the process and do everything within your
abilities to satisfy their requirements.

Analyze Stakeholders

Responsibility Matrices
• Responsibility Matrix (RM)

• Also called a linear responsibility chart.

– Summarizes the tasks to be accomplished and who
is responsible for what on the project.

– Lists project activities and participants.

– Clarifies critical interfaces between units
and individuals that need coordination.

– Provides an means for all participants to view their
responsibilities and agree on their assignments.

– Clarifies the extent or type of authority that
can be exercised by each participant.

Responsibility Matrix for a Market Research Project

RACI Chart
• RACI – Clarifies roles and responsibilities wrt.

actions and/or decisions

18
From PMBOK, Sixth Edition

Class Exercise – RACI
Packing suitcases for a family trip

Family Members

• Mom

• Dad

• Sarah

• Jeffrey

Actions

• Pack suitcases

• Fuel car

• Load beach toys

• Cabin reservations

• Book flights

19
“What’s a RACI Chart and how do I use it?” Greg Sanker, retrieved from:

http://itsmtransition.com/2014/07/basic-raci-chart/

❑ Individually assemble a RACI Chart – include justifications for

how you assign letters (R, A, C, I)

– 10 minutes

❑ Assemble in your groups to discuss and come to consensus

– 10 minutes

Stakeholder Management
• Stakeholders..

– Play a vital role in project success

– If not supportive of the project, may be impactful
in negative ways

– As the project manager, your role is to understand
the various stakeholders, their role, and their
impacts

• Brainstorm with project team to identify

• Connect with other PM’s in organization to leverage
their experience

• Discuss with Sponsor
20

Communicate

Seek input

Hold accountable to promised work / deliverables

Mitigate risks

Manage conflict

Deliver on expectations

Manage Stakeholders

21

Communication Plan

• Once we identify stakeholders, how do we
communicate and engage with them?

– Stakeholder satisfaction is a key objective of the
project team per the PMBOK

– The process is iterative

• you may gain (or lose) stakeholders over the course of
the project.

– The

Communications Management Plan

becomes
a key conduit for managing stakeholder
engagement and gaining support

22

Preliminary Stakeholder Register

• Ms. Deidre Jackson, the CEO of Acme Company

• Internal

• Implement a more formal or mature way to manage projects with
professional project management teams and project managers.

• High

• Supporter

• Keep Ms. Jackson informed of project status and issues as they come up.

23

24

What are Project Communications?

25

Communications Channels

26

Communications Formula

HOW MANY NOW?

HOW MANY?

n(n-1)
2

10(10-1)
2

= 45

14(14-1)

2
= 91

27

WHO is involved? WHAT should be

communicated? WHEN
and HOW OFTEN should

information be communicated? HOW

should information be shared? What TOOLS
should be used?

Communications Management Plan

28

All stakeholders are not created equal

Verbal communications are often the most
misunderstood

Sender and receiver must BOTH be responsible

Stakeholders need different information

Tools available and preferences

Challenges

29

Communications Model

30

Communicating Bad News

31

Not Listening

Pretend Listening

Partially Listening

Focused Listening

Interpretive Listening

Interactive Listening

Engaged Listening

The Seven Levels of Listening

32

Concentrate

Don’t think
ahead

Interact
nonverbally

Probe

Paraphrase

Don’t
interrupt

Remember

RepeatClarify

Listening Tips

• Timely and appropriate communication, over
communicate

• Present analysis and conclusions in PowerPoint or
other formal documents (avoid presenting data
embedded in e-mails, notes, or off the top of your
head)

• Use distribution lists

• Avoid multiple email chains

33

Good Communication Habits

• How does the stakeholder register inform the
Communications Management Plan?

34

Communication
Plan

Generates
Support

Creates
Engagement

Provide
Transparency

of Status

Establishes
Team Process

Stakeholder Register -> CommPlan

• Once we identify stakeholders, how do we
communicate and engage with them?

▪ Stakeholder satisfaction should be a key objective
of the project team per the PMBOK

▪ The process will be iterative, you may gain (or
lose) stakeholders over the course of the project.

▪ The communications management plan becomes
a key conduit for managing stakeholder
engagement and gaining support

▪ Typically created early in the project lifecycle
35

Communications Management Plan

What information needs to be
collected and when?

Who will receive the
information?

What methods will be used to
gather and store information?

What are the limits on who has
access to the information?

When will the information be
communicated?

How will it be communicated?

36

From Gray & Larson

C
o

m
m

u
n

ic
at

io
n

P
la

n
A

tt
ri

b
u

te
s Th

e A
ttrib

u
tes M

u
st B

e A
d

ju
sted

fo
r

O
rgan

izatio
n

al N
ee

d
s

Communication Management Plan

Comprehensive

• Applies to internal project team

• Sponsor is KEY stakeholder

• External stakeholders

• Typically created early in the project lifecycle

• Poor communication can lead to project demise

• Sponsor communication needs may be different than
other stakeholder communication needs

• Ensure you are aware of any regulatory agencies
that also require updates

37

Communication Management Plan

Communication Plan

•Team Members may
have established
customer relationships.
It is important that they
do not provide adhoc
updates to the
customer

•Be mindful of project
team members who
want to update their
functional management
of project issues
outside of the defined
process stated in the
communication plan

•Does your
sponsor have
specific
communication
updates based
upon executive
reporting
requirements?

• Does your
organization have
a defined project
update process?

Enterprise
Project

Management
Office

Executives

CustomersProject Team

38

Communication Plan Development

• Leverage Organizational Assets

• Ensure you know Organizational reporting
requirements

• How do you define how much is too much
information?

• Have a clearly defined escalation process to your
project sponsor.

• Recognize that brevity may be important within the
Project Status Report delivered to executives

39

• Develop a comprehensive plan

• Identify all critical components and ensure all team
members are well informed and understand plan

• Ensure you clearly define who is the lead for
transmitting updates, and have a backup plan

• Ensure you have sponsor agreement

• Execute against the plan. If you identify gaps in the
plan, ensure you incorporate needed enhancements
into the plan.

40

Role as PM and Project Team

Communication Plan Examples
• By Stakeholder:

• By the Message:

41

• Develop a communication plan for an airport security project. The
project entails installing the hardware and software system that:

1. Scans a passenger’s eyes

2. Fingerprints the passenger, and

3. Transmits the information to a central location for evaluation.

• Capture all of the elements in a good communication plan: what
information and when?, who will receive it? Methods to gather and
store the information?, who has access to the information? When is
the information communicated and how is it communicated?

• Have a clearly defined escalation process to your project sponsor

• Get together in groups to discuss

42

From Gray & Larson

Class Exercise: Communication Plan

Lecture Review

✓ Class mid-point

✓ Stakeholder identification

✓ Stakeholder analysis

✓ Communications planning

✓ Communications Tips

✓ Analyzing and assessing how the stakeholder register
informs the communication plan

✓ Role of PM and project team in stakeholder and
communications planning and management

43

What’s Next
• Next week: The project execution, monitoring & controlling processes

• Reading:

– The PMBOK Guide – Part 1 pp. 82-86. Part 2 561-564

– Gray & Larson – Ch. 10-11

– Stakeholders in Project Management article – link in BB

– PMI Article: The Essential Role of Communications – attached in BB

• Instructor Perspective: “Communication and Stakeholder Management”

• Discussion Board responses, subject: “Communication, Communication,
Communication”

• Individual Assignment Week4: Stakeholder Analysis and Register

– include a one page written introduction that outlines the process you utilized
to identify all stakeholders and why you selected those approaches.

– Check formatting – no text wrap issues

• Recitation Addressing ambiguity in professional situations (Intellectual
Agility).

44

PJM

6

000

Project Manage

m

ent Practices

Week

5

Deb Cote, MS, Professor Al Grusby, MBA, PMP®

1

Review Last Week
➢ Stakeholder identification and analysis

➢ Stakeholder register

➢ Communications planning

➢ Communications channels

➢ Communications tips – challenges, model, audience
analysis, bad news, clarity, brevity, listening

➢ Communication management plan

➢ Role of PM and project team in stakeholder and
communications planning and management

2

Lecture Overview

❑ Project execution

❑ Project monitoring and controlling

❑ Baselines

❑ Earned Value Management

❑ What is change?

❑ Change management

❑ Change control

❑ Change requests

❑ Team development

❑ Issues management

❑

Ethics

3

4

Project Management Processes

Initiating Planning Executing Monitoring and Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge

Monitor and Control Project Work
Perform

Integrated Change Control

Close Project or Phase

Plan Scope Management
Collect Requirements
Define Scope
Create WBS

Validate Scope
Control Scope

Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule

Control Schedule

Plan Cost Mgmt.
Estimate Costs
Determine Budget

Control Costs

Plan Quality Management Manage Quality Control Quality

Plan Resource Management
Estimate Activity Resources

Acquire Resources
Develop Project Team
Manage Project Team

Control Resources

Plan Communications Manage Communications Monitor Communications

Plan Risk Management Implement Risk Responses Control Risks

ID Stakeholders Plan Procurement Conduct Procurements Control Procurements

Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement

5
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement

Project Execution

PMI Initiation Planning Execution, Monitoring, & Controlling Closure

6

❑Direct and manage project execution

❑Perform quality assurance

❑Manage project team

❑Procure equipment, materials, resources

❑Manage stakeholder

expectations

❑Communicate project
information

7

Project Execution

8

Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement

Importance of Monitoring & Controlling –
Software Project
Scenario

• A project is highly visible and of utmost importance
to the customer. The project manager has been
providing status updates on a weekly basis indicating
green status.

• Two weeks before the

schedule

d implementation, a
significant amount of scripts do not pass user testing

• The customer issues a “Stop Work Order”.

• What happened? Was something missed?

9

Monitoring & Controlling

10

“You cannot manage what
you cannot measure.”

Peter Drucker

Monitoring & Controlling

Communicating critical updates to stakeholders so that
expectations are met and/or managed.

11

• Data collected is determined by which metrics will be
used for project control. Typical key data collected
includes actual activity duration times; resource usage
and rates; and actual costs, which are compared against
planned times, resources, and budgets.

• Since a major portion of the monitoring system focuses
on cost/schedule concerns, it is crucial to provide the PM
and stakeholders with data to answer questions.

• Each project may require you to assess the control points
and measures if you have variability in scope

Gray & Larson

12

What Data Should be Collected?

13

Monitoring & Controlling Questions

What is the current
status of the
project in terms of
schedule and cost?

How much will
it cost to
complete the
project?

When will
the project
be
completed?

Are there
potential problems
that need to be
addressed now?

If there is a
cost overrun
midway in the
project, can
we forecast
the overrun at
completion?

What, who,
and where are
the causes
for cost or
schedule
overruns?

“How does the Pareto Principle apply to projects? In
project management, the Pareto Principle is used to
find the

20

% of X that drives the 80% of Y.

14

Pareto Principle

For example, we could use the principle
to find the 20% of activities that are
responsible for 80% of the labor costs or
the 20% of materials responsible for 80%
of the material costs. We would then
adjust the project monitoring to
concentrate on those areas.”

Source: Project Monitoring and Control – techniques to control budget, status

and planning https://www.stakeholdermap.com/project-management/project-

monitoring-and-control.html

15 Sketchbubble.co

m

• Evaluate test results

– Do they meet our stated standards?

– What actions do we need to take?

• Refer to your Quality Management Plan

– What was acceptable? What were our standards?

• Take corrective action

– As defined in Quality Management Plan

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Perform Quality Control

• Use key performance indicators (KPIs) that measure
the major single points of failure

• Have a blend of leading vs. lagging

▪ Month end financials – lagging

▪ Forecasted metrics – leading

Lagging indicators can tell you where you’ve been and how you
have performed. Leading indicators will tell you where you are
going and how you may perform.

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Monitoring & Controlling Best Practices

• Planned vs. Actual
▪ Planned budget, schedule, and scope are the costs, dates, and work agreed

upon by all project stakeholders
▪ Project manager baselines the budget, schedule, and scope – all future

measurements will be compared against these
▪ Actual budget, schedule, and scope are the true costs, dates, and deliverables

that occur

• Measure progress throughout the project
▪ Everyone wants to know:

➢ Are we on budget?
➢ Are we on schedule?
➢ Will we deliver what was promised?

▪ If wait to measure at the end, it’s too late; not enough time to recover
▪ Gantt Chart is most common visual to show progress

• Can you re-baseline?
• Late or

over budget

if approved scope changes impact costs and/or dates?

18

Gantt Chart

Measuring Progress

• Baselines help you identify variances to the plan

• Those variances may indicate that attention is
warranted, for example:

▪ After evaluating your cost baseline you note that, using the
actuals provided, you are projecting to exceed your
baseline by +20%

▪ You may see that the amount of approved change requests
impacting the scope of the project are numerous. This may
trigger a conversation with the sponsor.

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Baselines are Critical

“I think the great part about what I do is that
there’s a scoreboard. At the end of every week, you

know how you did. You know how well you
prepared. You know whether you executed your

game plan. There’s a tangible score.”

-Tom Brady, New England Patriots Quarterback

Source: https://www.brainyquote.com/quotes/tom_brady_807009

Monitoring

20

Talk about these topics as a team:

• How are we doing in this project?

• Is everything under control?

• What are our major risks?

• Are we progressing as planned?

• How are we doing on budget?

• How are we doing on schedule?

• Is our sponsor/customer happy with our progress so
far?

21

Monitoring & Controlling : What Questions

Need Answering?

• Monitor and control changes to the triple constraint:
Scope, Schedule, Cost

• Scenarios for a training development project
▪ Example: Selecting vendor took longer than planned
▪ Example: Course costs more than planned
▪ Example: Customer requested multiple changes in course

Implement change control procedures

• Validate scope
▪ Are we producing what we said we’d produce in a quality

acceptable to the customer?

• What changes might you make to
scope, schedule, cost?

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Triple Constraint

Earned Value Management (“EVM”)

Background –

Earned Value

• Basic concepts conceived in industrial context

• More fully developed during 1950s – 1960s

• Emerged as a tool to:

– Track costs

– Report progress

• “What did we get for the costs we incurred?”

Purpose

• Example Construction Project:

• Project details:

– Total Budget: $200,000

– Baseline Schedule: 5 months

– Assume costs equally spread over 5 months at
$

40

,000 per month

Purpose

• Current Status

– End of month 2

– Actual Cost to date: $100,000

Purpose

• What does this mean?

• Ahead of schedule?

• Over budget?

• Under budget?

• Behind schedule?

Overview of Terminology
• BAC – Budget at

Completion

• AC – Actual Cost

• EV – Earned Value

• PV – Planned Value

• CV – Cost Variance

• SV – Schedule Variance

• SPI – Schedule

Performance

Index

• CPI – Cost Performance

Index

• ETC – Est. to Completion

• EAC – Est. at

Completion

How to Determine Earned Value?

• Imagine a simple project with four phases

• When deliverables or tasks are partially complete, you
estimate a percentage

Deliverable Budgeted
Amount

Phase 1

$100

Phase 2 $100

Phase 3 $

50

Phase 4

$250

Earned Value
$100

$200

$250

$500

Earned Value

30

Earned Value Numbers

31

Title Value

Actual Cost $100,000

Planned Value $80,000

Earned Value $90,000

Earned Value Analysis

• Variances:

– Cost Variance (CV) = EV – AC (-$10,000)

– Schedule Variance (SV) = EV – PV ($10,000)

• Indexes:

– Cost Performance Index (CPI) = EV / AC (.90)

– Schedule Performance Index (SPI) = EV / PV (1.125)

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Negative

number ->

over budget

Performance Indices

• CPI – Cost Performance
Index

– CPI = 1: project is on
budget

– CPI > 1: project is under
budget

– CPI < 1: project is over budget

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• SPI – Schedule
Performance Index

– SPI = 1: project is on
schedule

– SPI > 1: project is ahead of
schedule

– SPI < 1: project is behind schedule

Earned Value Forecasting

• BAC = $200,000

• EAC = BAC / CPI = $222,222

• ETC = EAC – AC = $122,222

• VAC = BAC – EAC = -$22,222

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Illustration

Title Value Title Value

BAC $200,000 Schedule Variance $10,000

Actual Cost $100,000 Cost Perf. Index .90

Planned Value $80,000 Sched. Perf. Index 1.125

Earned Value $90,000 Est. to Completion $122,222

Cost Variance -$10,000 Est. at Completion $222,222

• Results:

– Over budget

– Ahead of

schedule

Summary

• It is a project performance & measurement tool

– Gain insight into past project performance

– Understand the current project position

– Forecast the future performance & outcomes

• Accomplished through revealing the
relationship between actual cost, planned value,
& earned value

Limitations
• Understanding limitations creates realistic

expectations

• Doesn’t tell you how to correct variances

• Data can be manipulated

• Relies on accurate data

• Quality is not directly considered as part of
metrics

Reporting Best practices

• Do

– Summarize the data (use chart, table, etc.)

– Explain terms (SPI, CPI, etc) in understandable
language

– Explain why you are where you are

– Explain what next steps are

• Don’t

– Show calculations in body of report (put in an
appendix)

38

Class Exercise – Earned Value

• On day

51

a project has an earned value of $600,
and actual cost of $650, and a planned value of
$560.

– What is the Schedule Variance (SV) for the
project?

– What is the Cost Variance (CV) for the project?

– What is the Cost Performance Index (CPI) for the
project?

– What is the assessment for the project on day 51?

39

Project Management, The Managerial

Process, Larson, Grey

Class Exercise – Earned Value

• Schedule Variance (SV) = EV – PV

– SV = $600 – $560 = $40

• Cost Variance (CV) = EV – AC

– CV = $600 – $650 = -$50

• Cost Performance Index (CPI) = EV / AC

– CPI = $600 / $650 = .92

• The project is ahead of schedule and over budget

40

41

Project Changes

42

Change
Management

• Helping show the value of changes to
those impacted and ease the transition

Change
Control

• Approval of product/service
and agreed upon process to
control changes to it

Change
Requests

• Requests from stakeholders to
deviate from approved
deliverables

Configuration
Management

• Process for methodically
implementing and tracking
approved changes

Let’s Review What CHANGE is

• Planning process should include a defined
process for making changes to the plan:
– Who/how collects change requests?

– Who/how evaluates change requests?

– Who/how makes decision on change requests?

– PM updates plan and communicates change

• Change requests can originate from any
stakeholder
– Customers, end users, project team members,

sellers, sponsor, interested parties, etc.

43

Change Request Process

44

It documents the

process for:

▪ Who can submit change

requests.

▪ How change requests

submitted.

▪ How change requests

tracked

▪ What the approval

thresholds are

▪ How the change request

status is communicated

Change Control Form

45

Change Control Board

• Create a team culture of transparency

• Issues get raised; results in change request

• Why:

– Sponsor asks for a new feature

– If requirement not captured correctly, need to change scope

– Defect is detected

Project Change is Ongoing

46

As project managers
we should embrace
change…and then
assess the impact.

Change needs to be
assessed in relation

to the triple
constraint

Change should never
just be absorbed..but

documented fully
and evaluated.

47

Change is Inevitable

Kotter’s Stages of Change

48

• Used when variance indicates a need for change

• Defined in the Change Control Document

• Formal

• Result in re-baseline

Change Requests

49

Information needed on a Change Request

• What needs to be changed: Original task,
assignment, schedule, etc.

• What is the proposed change

• Reasons for the proposed change

• Analysis

– Impact of the proposed change

– Alternatives to the proposed change

50

Change Request Info

Integrated Change Control

• Why is it called “Integrated” Change Control?

– Changes that occur at any one part of a project
need to be understood with respect to the whole
project.

– What is the impact of the change?

• Avoid project surprises from changes that are
not well thought out.

51

Integrated Change
Control – Class Exercise

• You are the general contractor working with your
client on their kitchen remodel project.

• Just after completing the demolition of the
kitchen, the client decides they need to add a
trash compactor to the kitchen. No problem
right? You haven’t started re-building yet so the
added cost to your original quote should just be
the cost of the new compactor?

– Explain all the ways this probably isn’t the
case.

– How might performing Integrated Change
Control disappoint the client in the near
term but save a lot of problems down the
road?

– Work individually – 10 minutes.

– Get together in your groups and compare
results – 10 minutes.

52

Everybody likes each other until things get tough. Then
you will find out what kind of team you have, and I

understand that as much as anyone.

-Doc Rivers, Celtics Head Coach

Source: https://www.brainyquote.com/quotes/doc_rivers_5733

62

A Common Phenomena

53

Stages of Team Development

• Bruce Wayne Tuckman (1938)

• Psychologist (Ohio State University)

• Developed five stages of team development

• Tuckman’s stages (1977)

54

55

Photo credit:

www.toolshero.com

Stages of Team Development
www.toolshero.com

56

Issues Management

57

Issues Management Process

58

Sample Template

Issues Log

59

Ethics

Ethics are standards of beliefs and values that

guide conduct, behavior & attitudes…simply

doing the right thing”

From Managing for Dummies, Nelson, 2003

We each have a well-developed sense of what

the “right thing” is. We’re just putting our own

values into practice.

Standards, such as the Project Management

Institute’s (PMI) Code of Ethics & Professional

Conduct, help with details for our circumstances

60

Ethical Practices Paper

Lecture Review

✓ Project execution

✓ Project monitoring and controlling

✓ Earned Value Management

✓ Baselines

✓ What is change?

✓ Change management

✓ Change control

✓ Change requests

✓ Team development

✓ Issues management

✓ Ethics
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What’s Next

• Secondary posts due by Saturday 11:59pm

• TWO written assignments (Ethics and Change) due
Sunday 12:00 noon.

• Week 6 readings:

• The PMBOK Guide – Part 1 105-120 Part 2 613-632

• Gray & Larson – Chapters 10 and 13

• IMPORTANT: Plan Ahead.

– Week 6 (Closing/Lessons Learned & Curriculum Map) also
has TWO written assignments, but because term ends on
Saturday, curriculum map is due 11:59pm Thursday, and
lessons learned is due 11:59pm Saturday, to get in before
end of course and grade by deadline.

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