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IS 455 Project Management IS 455 Project Management

IS 455 Project Management - PowerPoint Presentation

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IS 455 Project Management - PPT Presentation

IS 455 Project Management How to Launch a TPM Project Introduction Agenda CalendarCanvas Tuesday Guest Speakers David Staloch and Tami Carlson US Bank Thursday Guest Speaker Bret Bushman JAMF ID: 769415

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IS 455 Project Management – How to Launch a TPM Project

Introduction Agenda: Calendar/Canvas *Tuesday: Guest Speakers: David Staloch and Tami Carlson – US Bank *Thursday: Guest Speaker: Bret Bushman - JAMF How to Launch a TPM Project *Please come prepared to ask questions. Copyright Tom Sulzer © 2019 2

Effective Project Management: Traditional, Agile, Extreme Presented byTom Sulzer Managing Complexity in the Face of Uncertainty Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 20193

Using tools, templates, and processes to launch a TPM project Recruiting the project teamConducting the project kick–off meetingEstablishing team operating rulesManaging scope changesManaging team communicationsAssigning resourcesResource–leveling strategiesFinalizing the project scheduleWriting work packagesSummary of Chapter 6 Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 20194

Recruiting the Project Team Team Operating RulesProblem SolvingDecision MakingConflict ResolutionConsensus BuildingBrainstormingTeam MeetingsScope Change Management ProcessCommunications Management PlanningWork PackagesResource assignmentFinalize the project scheduleTools, Templates, & Processes Used to Launch a Project Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 20195

A project team is a group of professionals committed to achieving common objectives, who work well together, and who relate directly and openly with one another to get things done. Project team membershipCo-Project manager – developer (chosen before Scoping)Co-Project manager – client (chosen before Scoping)Core team (chosen before Planning)Developer team (chosen before Launching)Client team (chosen before Launching)Contracted team (chosen after Launching) What Is a Project Team? Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 20196

Commitment Shared responsibilityFlexibilityTask-orientedAbility to work within schedules and constraintsWillingness for trust and mutual supportTeam-orientedOpen-mindedAbility to work across structure and authoritiesAbility to use project management tools Characteristics of the core team Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 20197

Must understand their business unit processes Must be able to make decisions and commitments for their business unit Client Team Members Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 20198

Little variance in times they are available Know how their tasks relate to the projectCommitment can be a problemQuality of work may be poorMay require more supervision than core team Contract Team Members - Implications Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 20199

Developing a team deployment strategy Developing a team development plan Balancing a Team Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201910

Work methods and procedures Knows appropriate technologyAssociate attraction and retentionStaffing flexibilityService and product quality useRate of outputDecision makingReduced staff support levelReduced supervision Where Project Teams Can Improve Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201911

Team Member Responsibilities Open communication Good listening skills Shared goalsPositive outlookCreativityRespect for othersGrowth and learning Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201912

Sponsor-led part Introduce the sponsor to the project teamIntroduce the importance of the project by the sponsor Introduce the project (client)Introduce the project (project manager) Kick-Off Meeting Agenda Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 13

Introduce the project team members to each other Write the Project Definition StatementEstablish team operating rulesProblem solvingDecision makingConflict resolutionConsensus buildingBrainstormingTeam meetingsReview the project planFinalize the project scheduleWrite work packages The Working Session Project Manager-led Agenda Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 14

Expands the POS Project objectives Assumptions, risks, and obstacles Project Definition Statement – Contents Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 15

As a basis for continued project planning To clarify the project for the project team As a reference that keeps the team focused in the right direction As an orientation for new team members As a method for discovery by the team Project Definition Statement – Purpose Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 16

Problem solving Decision making Conflict resolution Consensus building Brainstorming Team meetings Establishing Team Operating Rules Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 17

Define the problem & the owner Gather relevant data and analyze causesGenerate ideasEvaluate and prioritize ideasDevelop an action plan Five Steps to Solving a Problem Source: Creative Problem Solving and Opportunity FindingJ. Daniel Couger, 1995 Figure06-01 Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201918

Problem-solving: Generic model – IS Department / UWEC Define the problemGenerate alternative solutionsEvaluate alternatives and select oneImplement and follow up on the solutionCopyright Tom Sulzer © 2019 19

Define the problem & the owner Gather relevant data and analyze causesGenerate ideasEvaluate and prioritize ideasDevelop an action plan Five Steps to Solving a Problem Source: Creative Problem Solving and Opportunity FindingJ. Daniel Couger, 1995 Figure06-01 Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 2019UWEC Generic Problem Solving Define the problemGenerate alternative solutionsEvaluate alternatives and select oneImplement and follow up on the solution20

Directive ParticipativeConsultative Decision Making Styles Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201921

Conflict Resolution Conflict is good. I have a differentidea! Conflict is bad. I’ll win at any cost! Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 22

Conflict Resolution Ch06: How to Launch a TPM Project Avoidant Combative CollaborativeCopyright Tom Sulzer © 201923

Consensus Building Be careful--a consensus decision that equally satisfies all parties may be a bad decision after all. Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 201924

Assemble individuals with knowledge of problem area Throw any/all ideas on the table Continue until no new ideas are uncoveredDiscuss items on the listSolutions begin to emergeTest each idea with an open mind Brainstorming Method Look for solutions that no individual could identify but the group may identify. Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201925

What is your purpose? How often? How long?Who should attend?Do we need an agenda?Are there minutes? Who takes them? Who gets them? Team Meetings Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201926

Before the Meeting Is the meeting necessary?Determine the purpose of the meetingSet the ground rules for the discussionDetermine who really needs to be present and only invite those peopleMake notes and rehearse your presentationStart and end the meeting on time Guidelines for Managing Meetings Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201927

During the Meeting Specify a time limit and stick to itIdentifying the specific objectivesGather input from the participants Keep things movingUse visual aids Periodically summarize the results of the discussion in terms of consensus achieved or disagreements still in progressAssign action items to team members Guidelines for Managing Meetings Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201928

Class Agenda 10 min Class schedule10 min Mentor Project check in 10 – 15 min Microaggression presentation30 min Ch 6 notes / slides 15 min Review / Mid term questions During the Meeting – Specify a time limit and stick to it Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 201929

During the Meeting Specify a time limit and stick to itIdentifying the specific objectivesGather input from the participants Keep things movingUse visual aids Periodically summarize the results of the discussion in terms of consensus achieved or disagreements still in progressAssign action items to team members Guidelines for Managing Meetings Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201930

After the Meeting Time, place, and instructions for the next meetingTime and place of the meeting and list of attendees with their project role Agenda items discussedDecisions reached or held for further studiesAction items and persons responsible for follow up and reporting back to the team at the next meeting Guidelines for Managing Meetings Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201931

Daily status meetings Problem resolution meetings Project review meetings Project Meetings FrequencyLengthPurposeTeam Room Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201932

15 minutes Everyone standsOnly reporting on tasks open for work and not yet doneStatusI’m on planI am x hours behind schedule but have a plan to be caught up by this time tomorrowI am x hours behind plan and need helpI am x hours ahead of plan and available to help Daily Status Meetings Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201933

Only attended by those involved in the problem Who owns the problem?What is the resolution?When will it be completed? Problem Resolution Meeting Agenda Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201934

Held at project milestone events Project review panelFormal presentation of project performance to date Project Review Meetings Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201935

Physical layout VariationsOperational uses Team War Room Ch06: How to Launch a TPM Project

Typical Scope Change Management Process Submit change request Changeapproved forimplementation Request impact studyReviewimpactstudy Review change request Reject Reject Rework & Resubmit Rework & Resubmit Figure 06-02 Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 37

What is the expected benefit of the change? How would the change affect the project’s cost?How would the change affect the project’s schedule?How would the change affect the software’s quality?How would the change affect the project’s resource allocation?Can the change be deferred to a later stage of the project or a later version of the software?Is the project at a point when making the change would risk destabilizing the software? Project Impact Statement - Contents Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201938

It can be accommodated within project resources and timelines It can be accommodated but will require extension of deliverable scheduleIt can be accommodated within the current deliverable schedule but additional resources will be neededIt can be accommodated but additional resources and extension of deliverable schedule will be requiredIt can be accommodated with a multiple release strategy and by prioritizing the deliverables across the release datesIt cannot be accommodated without a significant change to the project Project Impact Statement – Possible Outcomes Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201939

The Scope Triangle is a System in Balance Scope and Quality Time Cost Resource Availability Ch01: What Is a Project? Figure 01-02 The Scope Triangle is a system in balance. The lengths of the three sides exactly bound scope and quality. Change in the variables will cause the system to be out of balance. Copyright Tom Sulzer © 2019 40

It can be accommodated within project resources and timelines It can be accommodated but will require extension of deliverable scheduleIt can be accommodated within the current deliverable schedule but additional resources will be neededIt can be accommodated but additional resources and extension of deliverable schedule will be requiredIt can be accommodated with a multiple release strategy and by prioritizing the deliverables across the release datesIt cannot be accommodated without a significant change to the project Project Impact Statement – Possible Outcomes Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201941

Scope Change Request Form Project Name Change Requested By Date Change Requested Description of Change Business Justification Action Approved By Date Figure 06-03 Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 42

Business needs change or are discovered during the project Scope change requests are expectedProject team will analyze the request’s impact on the project planProject impact statement will define alternatives for accommodating the requestClient will choose the alternative to be followedProject manager will adjust project plan accordingly and inform the client Tips to Help the Client Understand Scope Change Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201943

A percentage (5-10%) of the project duration is set aside as a time contingency for processing and incorporating scope change requests. Utilizing a Scope Bank to store prioritized functions and features not yet integrated into the solution will help manage Management Reserve. Management Reserve Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201944

Set up a scope request bank account with an initial deposit of time (5-10 percent of total project work time) to be used to process cope changes and adjust the schedule. Utilize the Scope Bank to store prioritized change requests not yet integrated into the solution.Change requests can be handled at the end of a project cycle or as needed. Scope Bank Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201945

Establishing a communications model including: TimingContentChoosing Effective Channels Managing Team Communications Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201946

Communications Management – The Process Sender Receiver Generates the idea Encodes the message Decodes the message Checks the meaning Feedback Transmits through a channel Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 47

One-to-one Conversations (in person and on the phone) MeetingsElectronicChat – Instant messaging Email messagesWeb sitesDatabasesWrittenMemosLettersDocumentsReports Two-way One-way Communications Management – Types Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201948

Communications Management – Interfaces Project Manager Client Team Managers Project Team Members Sponsor Public 3 rd Parties Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 49

Delegation: RASCI Matrix R= Responsible, accountable for successful completion A= Needs to Approve decisions S= Will provide Support for the “R”C= Available to Coach and Consult I= Needs to be kept informed of status TASKS Jack BobCherylR I C S A Confirm customer approval of scope Choose project team R Define Budget R I Plan project R S Plan Kick-Off Meeting R I Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 50

Expanded Variation of the RASCI Matrix Y End B C 1/14/18 1/16/18 1/14/18 Harry D N D A 1/13/18 1/10/18 1/5/18 Cheryl C Y D A 1/13/18 1/12/18 1/5/18 Bob B Y B Start 1/2/18 1/3/18 1/1/18 Jack A Comments CP? Succ. Pred. Est. End End Date Start Date Task Lead Tasks Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 51

Assigning Resources Figure 06-04 Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201952

Utilizing available slack Shifting the project finish dateSmoothing Resource-Leveling Strategies Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201953

Early Start to Late Finish Window Figure 05-22 Ch05: How to Plan a TPM ProjectCopyright Tom Sulzer © 201954

Further decomposition of tasks Stretching tasksAssigning substitute resources Alternative Methods of Scheduling Tasks Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201955

Launch the Project – Finalize Resources & Schedule A1 3 C1 3 B1 2 C2 2 B2 2 C3 1 A2 2 M T W R F S S M T W R F S S Duffy Ernie Fran a1 a1 a1 b1 b1 a2 a2 b2 b2 b2 c1 c1 c1 c2 c2 c2 c3 c3 Figure 06-05 Ch06: How to Launch a TPM Project Copyright Tom Sulzer © 2019 56

Launch the Project – Work Packages A Work Package is a brief description at the subtask level that describes how a task will be completed. It is a primitive project plan. Work Packages should be written for: Critical path tasks High-risk tasks Tasks requiring scarce resources Tasks with large duration variances Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201957

Launch the Project – Work Package Assignment Sheet Figure 06-06 Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201958

Launch the Project – Work Package Description Form Figure 06-07 Ch06: How to Launch a TPM ProjectCopyright Tom Sulzer © 201959

You have recently been promoted to the position of project manager. Your team consists of senior members of the technical staff, and it is time to establish the team operating rules. You expect some resistance because the team is experienced and you are a project manager who they see as still “challenged.” How would you go about doing this? Class discussion #1:Copyright Tom Sulzer © 2019 Ch06: How to Launch a TPM Project60

Your project managers have been able to communicate very effectively with all of your clients except one. Getting feedback from this client has always been a nagging problem. What should you do? Class discussion #2:Copyright Tom Sulzer © 2019 Ch06: How to Launch a TPM Project61

Your past projects gave the client wide berth when it came to suggesting changes at any time they saw fit. Often they expressed an unbridled enthusiasm in making frequent changes, many of which were not well thought out. Times have changed, and you need to implement effective management control. Describe your plan to implement good scope change control practices. Class discussion #3:Copyright Tom Sulzer © 2019 Ch06: How to Launch a TPM Project62

A number of your clients seem to be abusing the change request process. You have seen an increase in the number of frivolous requests. These, of course, must be researched and resolved, and that takes away from the time that your team members have to do actual project work. From a process point of view, what might you do? Be specific. Class discussion #4:Copyright Tom Sulzer © 2019 Ch06: How to Launch a TPM Project63

Discuss the concept of the work package as an insurance policy. How is it an insurance policy, and what might it contain that would make it an insurance policy? Class discussion #5:Copyright Tom Sulzer © 2019 Ch06: How to Launch a TPM Project64

Next Week: MA Presentation Team #1 How to Monitor and Control a TPM Project SPL Tip Team Time on Thursday Mini Review Copyright Tom Sulzer © 2019