Agenda

Sunday October 1
st
2006
Sunday October 1
st
2006
09:30
09:30
Sign Up with One of the Coordinators
Sign Up with One of the Coordinators
10:00
10:00
Welcome Note
Welcome Note
10:15
10:15
Project Management Fundamentals
Project Management Fundamentals
12:00
12:00
Coffee Break
Coffee Break
12:15
12:15
Project Brief
Project Brief
12:30
12:30
Groups Work Sessions
Groups Work Sessions
1:45
1:45
Groups Presentations
Groups Presentations
3:00
3:00
Sohour
Sohour
4:00
4:00
End of Workshop
End of Workshop
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Knowledge Transfer Material
GACA Project Management
Workshop
J eddah
October 1, 2006
This document is confidential and is intended solely for the use and
information of the client to whom it is addressed.
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2 Filename/RPS Number
Table of Contents
Introduction
Project Management Fundamentals
Templates
Appendix
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Introduction
Introduction
By the end of this workshop, you should be able to more effectively and
efficiently manage your resources (time, manpower, activities) to deliver
on set targets
This workshop addresses project management from a pragmatic
standpoint and will provide you with a set of skills and number of
templates essential in your day-to-day activities.
You hope you will benefit from the hand-on knowledge transfer and
have fun, as well !!
At the same token, this workshop is not aimed at
Replacing Project Management training programs, nor
Introducing you to Project Management Tools (Microsoft Project,
Primavera, other)
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Project Management Fundamentals
Project management is a group of activities that enable managers
to successfully define, plan, direct, monitor and control projects
within a specified time frame
Project Management Process
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Description
Description
Activity
Analyze the Project
Environment
Analyze the Project
Environment
Assess both internal and external factors affecting the project during its
lifetime
Assess both internal and external factors affecting the project during its
lifetime
Define the Project
Scope
Define the Project
Scope
Define and agree on customer/client expectation. Prioritize action
plans by estimating risk and feasibility
Define and agree on customer/client expectation. Prioritize action
plans by estimating risk and feasibility
Plan the Project
Plan the Project
Define the project structure, objectives, schedule, resources and
controls
Define the project structure, objectives, schedule, resources and
controls
Implement the
Project Plan
Implement the
Project Plan
Implement project to deliver promised objectives
Implement project to deliver promised objectives
Evaluate the Project
Evaluate the Project
Evaluate project outcomes compared to the planned deliverables
Evaluate project outcomes compared to the planned deliverables
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Decision to
Proceed
Decision to
Proceed
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Manage the Project
Manage the Project
The project environmental factors that might have an impact on the
project during its lifetime are identified and analyzed
Project Environment Factors
Management
Management
Competition
Competition
Customers
Customers
Technology
Technology
Users
Users
The Economy
The Economy
Government
Government
Project Team
Members
Project Team
Members
Suppliers
Suppliers
Sub-contractors
Sub-contractors
Resources
Resources
Other Project
Managers
Other Project
Managers
The Project
The Project
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Each environmental factor is assigned a priority rating and a
potential impact, that are next translated into an action list
Environment Factors Impact List
Factor in the Project
Environment
Factor in the Project
Environment
Priorities as they Affect
the Project
Priorities as they Affect
the Project
Potential Impact
Potential Impact
What Impact
What Impact
How Likely
How Likely
Action
Action
Government (e.g.
compliance with
regulations)
Government (e.g.
compliance with
regulations)
Highest
Highest
Potential
show
stopper
Potential
show
stopper
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Submit request for
clarification
Develop compliance
checklist
Submit request for
clarification
Develop compliance
checklist
Technology (e.g.
compatibility with
legacy system)
Technology (e.g.
compatibility with
legacy system)
High
High
Long term
impact
Long term
impact
r
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Obtain technical advice
from network engineering
Obtain technical advice
from network engineering
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Customer expectations drive the project scope and set success
criteria. Project deliverables, risks and assumptions constitute the
overall project scope of work
Developing the Scope of Project
Customer Expectation
Benchmarks
Customer Expectation
Benchmarks
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Build a Common
Definition Among
Stakeholders
Build a Common
Definition Among
Stakeholders
Requires extensive discussions with the client
and thus may prove to be time consuming
Brainstorming sessions, benchmarks and visual
presentations are typical tools to align the
involved parties
Requires extensive discussions with the client
and thus may prove to be time consuming
Brainstorming sessions, benchmarks and visual
presentations are typical tools to align the
involved parties
Functionality
What the final product is
required to do
Functionality
What the final product is
required to do
Strategic Risk
Analysis
Strategic Risk
Analysis
Seeks to identify the major uncertainties and
assumptions that could impact the project
Risk analysis shall be revisited at different
occasions throughout the lifetime of the project
Seeks to identify the major uncertainties and
assumptions that could impact the project
Risk analysis shall be revisited at different
occasions throughout the lifetime of the project
Timescale
When the final product is
required
Timescale
When the final product is
required
Feasibility
Analysis
Feasibility
Analysis
Project feasibility shall be assessed along key
considerations:
Technical (e.g. resources, ability to complete)
Organizational (e.g. strategy of the company)
Financial (e.g. cost-benefit analysis)
Project feasibility shall be assessed along key
considerations:
Technical (e.g. resources, ability to complete)
Organizational (e.g. strategy of the company)
Financial (e.g. cost-benefit analysis)
Cost
How much the project is to
cost in money or other
resources
Cost
How much the project is to
cost in money or other
resources
The project planning process comprises six steps, each having a
distinct set of inputs and outputs
Project Planning Process
Objective
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Analyzing the Project
Environment
Analyzing the Project
Environment
Defining the Project
Scope
Defining the Project
Scope
Planning the Project
Planning the Project
Implementing the
Project Plan
Implementing the
Project Plan
Evaluating the Project
Evaluating the Project
Define Project
Objectives
Structure Project
Estimate Time and
Resources
Schedule Project
Finalize Plan
Establish Controls
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Task
Translate the project objectives (as detailed
in the scope) into clear deliverables
Translate the project objectives (as detailed
in the scope) into clear deliverables
Structure the project
Identify required tasks to complete the
deliverables
Structure the project
Identify required tasks to complete the
deliverables
Evaluate and, whenever possible, quantify
the time and resources needed to complete
the deliverables
Evaluate and, whenever possible, quantify
the time and resources needed to complete
the deliverables
Produce a time schedule taking into account
time resource considerations identified earlier
Produce a time schedule taking into account
time resource considerations identified earlier
Assess and evaluate operational risks prior to
finalizing project plan
Assess and evaluate operational risks prior to
finalizing project plan
Establish performance-based controls to
guarantee timely success and meet
customer/client expectations
Establish performance-based controls to
guarantee timely success and meet
customer/client expectations
The definition of project objectives kicks off with a goal statement
formulation
Steps to Defining Project Objectives
Deliverables
Deliverables
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Formulate Goal Statement
Formulate Goal Statement
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Formulate goal
statement
Define the project
deliverables
Approve and endorse
project goals and
deliverables
Formulate goal
statement
Define the project
deliverables
Approve and endorse
project goals and
deliverables
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Describe the project purpose
Identifies the key qualitative and quantitative elements as well
as the project constraints
Precisely reflects what the project is to deliver along-side the
working conditions
Answers What? When? Why? Who? And Where? questions
but not How?
Is concise, e.g. less than one page
Describe the project purpose
Identifies the key qualitative and quantitative elements as well
as the project constraints
Precisely reflects what the project is to deliver along-side the
working conditions
Answers What? When? Why? Who? And Where? questions
but not How?
Is concise, e.g. less than one page
Project specification document from definition phase
Strategic risk analysis document from definition phase
Other relevant documents
Discussions with senior managers and customers
Project specification document from definition phase
Strategic risk analysis document from definition phase
Other relevant documents
Discussions with senior managers and customers
Next, tangible project deliverables are defined
Steps to Defining Project Objectives
Deliverables
Deliverables
Define Project Deliverables
Define Project Deliverables
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The project deliverables are the tangible results that the project will
deliver to external stakeholders. The list of deliverables should cover
all valid expectations of stakeholders and should include only essential
elements (e.g. no "nice to have")
The project manager is accountable to deliver the promised
deliverables. He will be penalized in case of default
The project deliverables are the tangible results that the project will
deliver to external stakeholders. The list of deliverables should cover
all valid expectations of stakeholders and should include only essential
elements (e.g. no "nice to have")
The project manager is accountable to deliver the promised
deliverables. He will be penalized in case of default
Formulate goal
statement
Define the project
deliverables
Approve and endorse
project goals and
deliverables
Formulate goal
statement
Define the project
deliverables
Approve and endorse
project goals and
deliverables
Agreed upon with the project sponsor
Steps to Defining Project Objectives
Deliverables
Deliverables
Agree Upon Project Deliverables
Agree Upon Project Deliverables
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Produce a goal statement and list of deliverables
Build understanding and commitment of team
Lay foundation for self-controlling team
Start team building
Develop shared information
Make sure everyone is participating and that all views are heard
Produce a goal statement and list of deliverables
Build understanding and commitment of team
Lay foundation for self-controlling team
Start team building
Develop shared information
Make sure everyone is participating and that all views are heard
Formulate goal
statement
Define the project
deliverables
Approve and endorse
project goals and
deliverables
Formulate goal
statement
Define the project
deliverables
Approve and endorse
project goals and
deliverables
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All relevant documents are read beforehand
Each team member writes his keyword list on a flipchart or a
whiteboard
Lists are compared and differences discussed
Agreed-upon keywords are transferred to the main list
Team uses main list to create final goal statement and
deliverables list
All relevant documents are read beforehand
Each team member writes his keyword list on a flipchart or a
whiteboard
Lists are compared and differences discussed
Agreed-upon keywords are transferred to the main list
Team uses main list to create final goal statement and
deliverables list
The work breakdown structure breaks up the entire project into
more detailed levels in order to define individual tasks
Project Structure Process WBS
Deliverables
Deliverables
Building a WBS Guidelines
Building a WBS Guidelines
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Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Each level should
Be a more detailed expansion of the
above level
Have a consistent degree of detail
horizontally
Have a consistent organization, e.g. by
discipline, product, department,
geography
Subdivisions should continue down to task
level
A task that can be assigned to an
individual or a team
Larger projects will have more levels
Each level should
Be a more detailed expansion of the
above level
Have a consistent degree of detail
horizontally
Have a consistent organization, e.g. by
discipline, product, department,
geography
Subdivisions should continue down to task
level
A task that can be assigned to an
individual or a team
Larger projects will have more levels
The work breakdown can be represented by hierarchical tree
structure
Project Structure Process WBS
Deliverables
Deliverables
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Service Management
Service Management
Opportunity
Identification
Opportunity
Identification
Service Development
& Testing
Service Development
& Testing
Service Rollout &
Communication
Service Rollout &
Communication
Collect Ideas
Collect Ideas
Classify &
Consolidate
Ideas
Classify &
Consolidate
Ideas
Perform
Technical
Development
Perform
Technical
Development
Conduct Field
Trials with
Customers
Conduct Field
Trials with
Customers
Develop Pricing
Structures
Develop Pricing
Structures
Launch
Internally &
Externally
Launch
Internally &
Externally
Hierarchical Tree Structure
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Or alternatively through numbered tasks and subtasks structure
Project Structure Process WBS
Deliverables
Deliverables
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Heading/Task
Heading/Task
Work Breakdown Code
Work Breakdown Code
Service Management
Service Management
1.0
1.0
Opportunity Identification
Opportunity Identification
1.1
1.1
Collect ideas
Collect ideas
1.1.1
1.1.1
Classify and Consolidate Ideas
Classify and Consolidate Ideas
1.1.2
1.1.2
Service Development and Testing
Service Development and Testing
1.2
1.2
Perform Technical Development
Perform Technical Development
1.2.1
1.2.1
Conduct Field Trials with Customers
Conduct Field Trials with Customers
1.2.2
1.2.2
Service Rollout and Communications
Service Rollout and Communications
1.3
1.3
Develop Pricing Structures
Develop Pricing Structures
1.3.1
1.3.1
Launch Internally and Externally
Launch Internally and Externally
1.3.2
1.3.2
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Numbered Tasks and Subtasks Structure
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Brainstorming helps identify the various tasks, provides a sense of
ownership, and leverages team dynamics
Project Structure Process Task Definition
Deliverables
Deliverables
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Brainstorming
Guidelines
Brainstorming
Guidelines
Include as many experienced implementersas
practical
No evaluation or judgmental statements are allowed
Constructive inquiries and clarifications are permitted
Record team member contributions
Brainstorm using the WBS approach
Set a time limit (2 hours maximum)
Include as many experienced implementersas
practical
No evaluation or judgmental statements are allowed
Constructive inquiries and clarifications are permitted
Record team member contributions
Brainstorm using the WBS approach
Set a time limit (2 hours maximum)
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define
the project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define
the project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Brainstorming
Results
Brainstorming
Results
List of ideas/actions shall be grouped into tasks
Tasks shall have quantifiable start and end dates
(e.g. inputs and outputs)
Outcomes must be measurable
Actions must follow logically
Tasks shall be delegated to an individual or group
Task descriptions shall be simple
List of ideas/actions shall be grouped into tasks
Tasks shall have quantifiable start and end dates
(e.g. inputs and outputs)
Outcomes must be measurable
Actions must follow logically
Tasks shall be delegated to an individual or group
Task descriptions shall be simple
A successful execution of the formulated tasks is directly related
to allocating responsibilities by filling a task contract form
Project Structure Process Task Contracts
Deliverables
Deliverables
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Task Group: Design Software
Task Group: Design Software
Lead Responsibility: Ahmed
Lead Responsibility: Ahmed
Description: Design Software,
ready for design review
Description: Design Software,
ready for design review
Source
Source
Inputs
Inputs
Deliverables
Deliverables
Destination
Destination
Task Contract Form
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The project plan simulation is like performing a preliminary reality
check
Project Structure Process Plan Simulation
Deliverables
Deliverables
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Purpose of
Simulation
Purpose of
Simulation
Ensures, at the initial phase, that the plan meets
time and resource conditions
Helps project managers identify interdependencies
Mitigates/optimizes missed and/or overlapping
activities or responsibilities
Ensures, at the initial phase, that the plan meets
time and resource conditions
Helps project managers identify interdependencies
Mitigates/optimizes missed and/or overlapping
activities or responsibilities
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Develop Work
Breakdown Structure
(WBS)
Brainstorm to define the
project tasks
Define and negotiate
task contracts
Simulate the work plan
to mitigate missing or
overlapping tasks
Requirements
Requirements
In order to simulate the work plan, it is mandatory
to identify:
Input sources
Task ownership
Cross-departmental dependencies
Deliverables ownership
In order to simulate the work plan, it is mandatory
to identify:
Input sources
Task ownership
Cross-departmental dependencies
Deliverables ownership
The estimating phase estimates the time and resources needed to
complete each task
Tasks Covered in Estimating Phase
Types of Estimates
Types of Estimates
Duration: How long will
the task take in
hours/days/weeks
Effort: How long the
task will take in person-
hours/workdays
(resources allocated X
duration)
Duration: How long will
the task take in
hours/days/weeks
Effort: How long the
task will take in person-
hours/workdays
(resources allocated X
duration)
Standards for Estimating
Standards for Estimating
In order to build
ownership, the person
responsible for the task
is responsible for the
estimate
Do not accept poor-
quality estimates from
team members
Allow enough time for
process
Established estimates
that will be recorded
and compared with
actuals upon evaluation
In order to build
ownership, the person
responsible for the task
is responsible for the
estimate
Do not accept poor-
quality estimates from
team members
Allow enough time for
process
Established estimates
that will be recorded
and compared with
actuals upon evaluation
Optimal Estimating Accuracy Conditions
Optimal Estimating Accuracy Conditions
Estimate accuracy is optimal when projects
operate under the following ideal conditions:
Small project team (less than 7 members)
Working in the same room
Working full-time on one project
Clearly defined and challenging project
No sharing of resources
No uncontrolled changes
Project protectedby effective sponsor/project
manager
Rapid decision-making process
Team is well-informed about all aspects of the
project, i.e. is involved in planning and
interacting with customer
Estimate accuracy is optimal when projects
operate under the following ideal conditions:
Small project team (less than 7 members)
Working in the same room
Working full-time on one project
Clearly defined and challenging project
No sharing of resources
No uncontrolled changes
Project protectedby effective sponsor/project
manager
Rapid decision-making process
Team is well-informed about all aspects of the
project, i.e. is involved in planning and
interacting with customer
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Project scheduling translates time and resource requirements into
a scheduled plan
Scheduling Methods and Characteristics
PERT Diagram
Deliverables
Deliverables
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Start
Start
Task A
Task A
Task B
Task B
Task C
Task C
Task E
Task E
Task D
Task D
Task F
Task F
Finish
Finish
Develop a fully
scheduled plan
comprising:
All expected tasks
Expected timelines
Important milestones
Precedence Network
Analysis (PERT
Diagram), which puts all
of the tasks in a logical
order
Develop a fully
scheduled plan
comprising:
All expected tasks
Expected timelines
Important milestones
Precedence Network
Analysis (PERT
Diagram), which puts all
of the tasks in a logical
order
30 Days 60 Days
Guidelines for Constructing A PERT Diagram
Guidelines for Constructing A PERT Diagram
Identify the flow of work throughout the project (which tasks are in sequence and which are
in parallel)
Put the tasks into a logical (not habitual) relationship
Use Startand Finishboxes (milestones)
Add delays or lags into links
Identify the flow of work throughout the project (which tasks are in sequence and which are
in parallel)
Put the tasks into a logical (not habitual) relationship
Use Startand Finishboxes (milestones)
Add delays or lags into links
Critical Path
The project manager role consists of making efficient use of time
and resources through the development of a pert diagram
Project Manager Responsibilities
Responsibilities Towards Himself
Responsibilities Towards Himself
Responsibilities Towards Team
Responsibilities Towards Team
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Allows enough time to:
Manage work
Complete scheduled tasks
Resolve and handle
unscheduled activities
Allows enough time to:
Manage work
Complete scheduled tasks
Resolve and handle
unscheduled activities
Leverages resources by spotting:
Level of experience
Availability
Productivity
Resourcefulness
Leverages resources by spotting:
Level of experience
Availability
Productivity
Resourcefulness
A final project plan is formulated after accounting for operational
risks
Final Project Plan Assessing Operational Risks
Identify
Operational Risks
Identify
Operational Risks
Classify
Operational Risks
Classify
Operational Risks
Develop
Contingency Plans
Develop
Contingency Plans
Brainstorm the assumptions and
risks with a group of experienced
people
Ask key questions about major
tasks:
What are the external and
internal dependencies?
What could go wrong?
What is the probability of it
happening?
What is the likely impact?
Focus primarily on the tasks related
to the critical path
Review risks that might come from
the project environment
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Divide risks into avoidable and
unavoidable
Provision steps to minimize or
remove avoidable risks
Transfer risk by employing a
specialized contractor
Reduce risk by buying insurance
Develop contingency plans as a
fall-back position
The probability of unavoidable
risks occurring needs to be
identified, ways to mitigating its
effects developed, and its evolution
tracked
Prepare an alternative course of
action, and formulate a new section
of project plan to follow if risks
occur
If no alternative course of action
can be followed, create a revised
version of existing project plan to
reflect impact of possible risk
Review how project deliverables
and success criteria are impacted
by the new plan and inform the
customer/client about potential
outcomes
Risk analysis provides a clear understanding of potential impact
on time, cost and functionality
Potential Impact of Operational Risks
Impact Area
Impact Area
Time
Time
Cost
Cost
Functionality
Functionality
Examples of Operational Risks
Examples of Operational Risks
Project manager on critical path
Ramping up resources takes too much time
Presence of too many external dependencies
Existence of external dependencies without
tight contractual ties
Presence of inaccurate assumptions about
availability of people or resources
Reliance on leading-edge technologies
Concurrent development, i.e. two groups
working on the same thing
Project manager on critical path
Ramping up resources takes too much time
Presence of too many external dependencies
Existence of external dependencies without
tight contractual ties
Presence of inaccurate assumptions about
availability of people or resources
Reliance on leading-edge technologies
Concurrent development, i.e. two groups
working on the same thing
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Control systems track progress against work plan to ensure a
successful project completion
Overview of Project Control Systems
Types
Types
Hard
Hard
Constituting Factors
Constituting Factors
Instructions
Reports
Procedures
Policies
Instructions
Reports
Procedures
Policies
Characteristics
of Control
Systems
Characteristics
of Control
Systems
System should be relevant and measure what
matters in the project
System should be useful and usable, and not be
viewed by team members as a waste of time
System should be timely and report deviations
quickly enough to enable corrections to be made on
time
System should be sufficiently accurate to meet the
requirements of project team members
System should be relevant and measure what
matters in the project
System should be useful and usable, and not be
viewed by team members as a waste of time
System should be timely and report deviations
quickly enough to enable corrections to be made on
time
System should be sufficiently accurate to meet the
requirements of project team members
Characteristics
Needed for
Quantitative
Measuring
Characteristics
Needed for
Quantitative
Measuring
In order to measure how much is achieved in a
quantitative method, essential characteristics are
required:
Plan must include targets that are measurable
Time, e.g. specific milestones
Financial (cash flow targets as well as
cumulative cost targets)
Simulations and tests to measure achievement
of increased levels of functionality
In order to measure how much is achieved in a
quantitative method, essential characteristics are
required:
Plan must include targets that are measurable
Time, e.g. specific milestones
Financial (cash flow targets as well as
cumulative cost targets)
Simulations and tests to measure achievement
of increased levels of functionality
Soft
Soft
Vision
Values and Beliefs
Commitment
Motivation
Vision
Values and Beliefs
Commitment
Motivation
25 Booz Allen Hamilton
Pert and gantt charts are helpful tools available to project
managers during the implementation phase
Project Implementation Tools
PERT Diagram
GANTT Diagram
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Efficient Project Implementation
Efficient Project Implementation
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Project evaluation consists of a three-step control process
Project Evaluation Process
Correction Monitoring
Analysis
Gather intelligence
about the progress of
the project
Produce a workable
compromise in case of
complaints, e.g. the
least unacceptable
solution for as many
stakeholders as
possible
Identify problems and
inhibitors and assess
their impact on overall
project schedule
1
1
2
2
3
3
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The monitoring phase involves gathering intelligence about the
overall project progress
Project Evaluation Process Monitoring Phase
Project Manager Role
Project Manager Role
Questions to Ask When Things Go Wrong
Questions to Ask When Things Go Wrong
Communicate with team
members to get an update on
work progress
Maintain regular contact with
suppliers and other players
Communicate with team
members to get an update on
work progress
Maintain regular contact with
suppliers and other players
How do we fix it?
How do we prevent it from happening again?
Is it on the critical path?
What new risks have been created?
Should we advise the client/user/manager?
How do we fix it?
How do we prevent it from happening again?
Is it on the critical path?
What new risks have been created?
Should we advise the client/user/manager?
Project:
Project:
1. List of all late jobs
1. List of all late jobs
Name:
Period From: To:
Name:
Period From: To:
2. Describe all new problems
2. Describe all new problems
3. Describe any outstanding unresolved problems
3. Describe any outstanding unresolved problems
4. Describe your planned solutions
4. Describe your planned solutions
5. Describe any actions required by management
5. Describe any actions required by management
6. Describe any conflicting non-project work
6. Describe any conflicting non-project work
7. Describe accomplishments for this period
7. Describe accomplishments for this period
8. Describe plans for next period
8. Describe plans for next period
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The project analysis phase consists of the identification and
assessment of potential bottlenecks
Project Evaluation Process Analysis Phase
Develop
New Forecasts
Develop
New Forecasts
List
Sources of Divergence
List
Sources of Divergence
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Update and improve accuracy
of estimates
Enter new data and review
effect on critical path and near-
critical paths
Review any changes in
milestone completion dates
Revise resource allocation
schedule
Revise projected costs upon
completion
External factors to the task:
Late start caused by delays
from the preceding task
Delayed delivery from
subcontractors
Internal factors to the task:
Progress rate is diverging
from the plan
Resources are not available
as per the plan
Estimates are not factual
Risks were not foreseen
The project correction phase consists of producing workable
compromises
Project Evaluation Process Correction Phase
Correcting Phase Imperatives
Correcting Phase Imperatives
Re-negotiate the scope of work:
Suggest partial or phased delivery
Introduce substitutions
Request increased budget
Request extended deadline
Increase work hours:
Institute overtime
Increase staff or subcontractors
Re-allocate staff from non-critical tasks
Make tasks concurrent instead of sequential, if possible
Re-negotiate the scope of work:
Suggest partial or phased delivery
Introduce substitutions
Request increased budget
Request extended deadline
Increase work hours:
Institute overtime
Increase staff or subcontractors
Re-allocate staff from non-critical tasks
Make tasks concurrent instead of sequential, if possible
Requirements
Requirements
The project manager must possess:
Excellent information
Effective communication skills
Effective negotiation skills
Strong networking ties with his
seniors
The project manager must possess:
Excellent information
Effective communication skills
Effective negotiation skills
Strong networking ties with his
seniors
Sources of Completion Pressure
Sources of Completion Pressure
Lots of detail to handle
Coordinating integration of project components
Maintaining configuration control
Dealing with customers expectation
Lots of detail to handle
Coordinating integration of project components
Maintaining configuration control
Dealing with customers expectation
Handling Pressure
Handling Pressure
Plan your time and activities carefully
The best way to handle this pressure is
through effective delegation of tasks and
responsibilities
Do not sacrifice quality at the expense of time
Plan your time and activities carefully
The best way to handle this pressure is
through effective delegation of tasks and
responsibilities
Do not sacrifice quality at the expense of time
30 Booz Allen Hamilton
31 Filename/RPS Number
Templates
Risk Analysis and Impact Assessment
Factor in the Project
Environment
Factor in the Project
Environment
Priorities as they Affect
the Project
(High, Medium, Low)
Priorities as they Affect
the Project
(High, Medium, Low)
Potential Impact
Potential Impact
What Impact
What Impact
How Likely
How Likely
Action
Action
x
x
x
x
x
x
x
x
x
x

x
x
x
x
x
x
x
x
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Defining Project Scope, Objectives, and Deliverables
Project Scope
Project Scope
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b
j
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c
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O
b
j
e
c
t
i
v
e
s
x
x
D
e
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i
v
e
r
a
b
l
e
s
D
e
l
i
v
e
r
a
b
l
e
s
x
x
K
e
y

S
t
a
k
e
h
o
l
d
e
r
s
K
e
y

S
t
a
k
e
h
o
l
d
e
r
s
x
x
Functionality
Timeline
Budget/Estimated Cost
Functionality
Timeline
Budget/Estimated Cost
Project WBS (Decision Tree Format)
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Project Task Definition
Tasks
Tasks
Lead
Lead
Timeline
Timeline
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3
3
4
4
5
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7
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9
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10
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Operational Risks
Impact Area
Impact Area
Time
Time
Cost
Cost
Functionality
Functionality
Identified Risks
Identified Risks
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Project Controls
Controls
Controls
Description
Description
Target
Target
Owner
Owner
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38 Filename/RPS Number
Appendix
Additional Reading Sources
Additional Reading Sources
Getting Started in Project Management by Paula Martin, Karen Tate, Karen Tate
Effective Project Management: Traditional, Adaptive, Extreme, Third Edition by Robert K. Wysocki,
Rudd McGary
Fundamentals of Project Management: Developing Core Competencies to Help Outperform the
Competition by J ames P. Lewis
Project Planning, Scheduling & Control, 3rd Edition by J ames P. Lewis
Project Management : A Managerial Approach by J ack R. Meredith, Samuel J . Mantel
Guide to the Project Management Body of Knowledge, A (PMBOK Guide), paperback, Third Edition
Project Management Tool Kit, The: 100 Tips and Techniques for Getting the Job Done Right by Tom
Kendrick
39 Booz Allen Hamilton