2006 booz project mgmt workshop ppt

Agenda

Sunday October 1st 2006Sunday October 1st 2006

09:3009:30 Sign Up with One of the CoordinatorsSign Up with One of the Coordinators

10:0010:00 Welcome NoteWelcome Note

10:1510:15 Project Management FundamentalsProject Management Fundamentals

12:0012:00 Coffee BreakCoffee Break

12:1512:15 Project BriefProject Brief

12:3012:30 Groups’ Work SessionsGroups’ Work Sessions

1:451:45 Groups PresentationsGroups Presentations

3:003:00 SohourSohour

4:004:00 End of WorkshopEnd of Workshop

0Booz Allen Hamilton

Knowledge Transfer Material

GACA Project Management Workshop

JeddahOctober 1, 2006

This document is confidential and is intended solely for the use and information of the client to whom it is addressed.


2Filename/RPS Number

Table of Contents

Introduction

Project Management Fundamentals

Templates

Appendix


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)



Project Management Fundamentals

Project management is a group of activities that enable managersto successfully define, plan, direct, monitor and control projects within a specified time frame

Project Management Process


DescriptionDescriptionActivity

Analyze the Project Environment

Analyze the Project Environment

Assess both internal and external factors affecting the project during its lifetimeAssess 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 feasibilityDefine and agree on customer/client expectation. Prioritize action plans by estimating risk and feasibility

Plan the ProjectPlan the ProjectDefine the project structure, objectives, schedule, resources and controlsDefine 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 ProjectEvaluate the ProjectEvaluate project outcomes compared to the planned deliverablesEvaluate project outcomes compared to the planned deliverables

11

22

33

55

Decision to Proceed

Decision to Proceed

44

Manage the ProjectManage the Project

The project environmental factors that might have an impact on the project during its lifetime are identified and analyzed

Project Environment Factors

ManagementManagement

CompetitionCompetition

CustomersCustomers

TechnologyTechnology

UsersUsers

The EconomyThe Economy

GovernmentGovernment

Project Team Members

Project Team Members

SuppliersSuppliers

Sub-contractorsSub-contractors

ResourcesResources

Other Project Managers

Other Project Managers

The ProjectThe Project


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


Priorities as they Affect the Project


Potential ImpactPotential Impact

What ImpactWhat Impact How LikelyHow LikelyActionAction

Government (e.g. compliance with regulations)

Government (e.g. compliance with regulations)

HighestHighest Potential show stopper

Potential show stopper HH

Submit request for clarificationDevelop compliance checklist

Submit request for clarificationDevelop compliance checklist

Technology (e.g. compatibility with legacy system)

Technology (e.g. compatibility with legacy system)

HighHigh Long term impactLong term impact

rr

Obtain technical advice from network engineeringObtain technical advice from network engineering

ILLUSTRATIVE

ILLUSTRATIVE


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


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 consumingBrainstorming 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 consumingBrainstorming sessions, benchmarks and visual presentations are typical tools to align the involved partiesFunctionality

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


Analyzing the Project Environment

Analyzing the Project Environment

Defining the Project Scope

Defining the Project Scope

Planning the ProjectPlanning the Project

Implementing the Project Plan

Implementing the Project Plan

Evaluating the ProjectEvaluating the Project

Define Project Objectives

Structure Project

Estimate Time and Resources

Schedule Project

Finalize Plan

Establish Controls

11

22

33

44

55

66

Task

Translate the project objectives (as detailed in the scope) into clear deliverablesTranslate 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 earlierProduce a time schedule taking into account time resource considerations identified earlier

Assess and evaluate operational risks prior to finalizing project planAssess 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

DeliverablesDeliverables


Formulate Goal StatementFormulate Goal Statement

Obj

ectiv

esO

bjec

tives

Formulate goal statement

Define the project deliverables

Approve and endorse project goals and deliverables




Sour

ce M

ater

ial

Sour

ce M

ater

ial

Describe the project purposeIdentifies the key qualitative and quantitative elements as wellas the project constraintsPrecisely 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 purposeIdentifies the key qualitative and quantitative elements as wellas the project constraintsPrecisely 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 phaseOther relevant documents Discussions with senior managers and customers

Project specification document from definition phase Strategic risk analysis document from definition phaseOther relevant documents Discussions with senior managers and customers

Next, tangible project deliverables are defined…


DeliverablesDeliverables Define Project DeliverablesDefine Project Deliverables


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







… Agreed upon with the project sponsor


DeliverablesDeliverables Agree Upon Project DeliverablesAgree Upon Project Deliverables

Obj

ectiv

esO

bjec

tives


Produce a goal statement and list of deliverablesBuild understanding and commitment of team– Lay foundation for self-controlling team– Start team building– Develop shared informationMake sure everyone is participating and that all views are heard

Produce a goal statement and list of deliverablesBuild understanding and commitment of team– Lay foundation for self-controlling team– Start team building– Develop shared informationMake sure everyone is participating and that all views are heard







Succ

ess

Fact

ors

Succ

ess

Fact

ors 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

DeliverablesDeliverables Building a WBS Guidelines Building a WBS Guidelines


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…











Service ManagementService Management

Opportunity IdentificationOpportunity Identification

Service Development & Testing

Service Development & Testing

Service Rollout & Communication

Service Rollout & Communication

Collect IdeasCollect IdeasClassify &

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 StructureILLUSTRATIVE

ILLUSTRATIVE


… Or alternatively through numbered tasks and subtasks structure











Heading/TaskHeading/Task Work Breakdown CodeWork Breakdown Code

Service ManagementService Management 1.01.0

Opportunity IdentificationOpportunity Identification 1.11.1

Collect ideasCollect ideas 1.1.11.1.1

Classify and Consolidate IdeasClassify and Consolidate Ideas 1.1.21.1.2

Service Development and TestingService Development and Testing 1.21.2

Perform Technical DevelopmentPerform Technical Development 1.2.11.2.1

Conduct Field Trials with CustomersConduct Field Trials with Customers 1.2.21.2.2

Service Rollout and CommunicationsService Rollout and Communications 1.31.3

Develop Pricing StructuresDevelop Pricing Structures 1.3.11.3.1

Launch Internally and ExternallyLaunch Internally and Externally 1.3.21.3.2

ILLUSTRATIVE

Numbered Tasks and Subtasks StructureILLUSTRATIVE


Brainstorming helps identify the various tasks, provides a sense of ownership, and leverages team dynamics

Project Structure Process – Task Definition



Brainstorming Guidelines

Brainstorming Guidelines

Include as many experienced “implementers” as practicalNo evaluation or judgmental statements are allowedConstructive inquiries and clarifications are permittedRecord team member contributionsBrainstorm using the WBS approachSet a time limit (2 hours maximum)

Include as many experienced “implementers” as practicalNo evaluation or judgmental statements are allowedConstructive inquiries and clarifications are permittedRecord team member contributionsBrainstorm using the WBS approachSet a time limit (2 hours maximum)








Simulate the work plan to mitigate missing or overlapping tasks Brainstorming

Results Brainstorming

Results

List of ideas/actions shall be grouped into tasksTasks shall have quantifiable start and end dates (e.g. inputs and outputs)Outcomes must be measurableActions must follow logicallyTasks shall be delegated to an individual or groupTask descriptions shall be simple

List of ideas/actions shall be grouped into tasksTasks shall have quantifiable start and end dates (e.g. inputs and outputs)Outcomes must be measurableActions must follow logicallyTasks shall be delegated to an individual or groupTask 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










Task Group: Design SoftwareTask Group: Design Software Lead Responsibility: AhmedLead Responsibility: Ahmed

Description: Design Software, ready for design reviewDescription: Design Software, ready for design review

SourceSource InputsInputs DeliverablesDeliverables DestinationDestination

Task Contract FormILLUSTRATIVE

ILLUSTRATIVE


The project plan simulation is like performing a preliminary “reality check”

Project Structure Process – Plan Simulation



Purpose of SimulationPurpose of Simulation

Ensures, at the initial phase, that the plan meets time and resource conditionsHelps project managers identify interdependenciesMitigates/optimizes missed and/or overlapping activities or responsibilities

Ensures, at the initial phase, that the plan meets time and resource conditionsHelps project managers identify interdependenciesMitigates/optimizes missed and/or overlapping activities or responsibilities









RequirementsRequirements

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 EstimatesTypes of Estimates

Duration: How long will the task take in hours/days/weeksEffort: How long the task will take in person-hours/workdays (resources allocated X duration)

Duration: How long will the task take in hours/days/weeksEffort: How long the task will take in person-hours/workdays (resources allocated X duration)

Standards for EstimatingStandards for Estimating

In order to build ownership, the person responsible for the task is responsible for the estimateDo not accept poor-quality estimates from team membersAllow enough time for processEstablished 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 estimateDo not accept poor-quality estimates from team membersAllow enough time for processEstablished estimates that will be recorded and compared with actuals upon evaluation

Optimal Estimating Accuracy ConditionsOptimal 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 “protected” by 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 “protected” by 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


Project scheduling translates time and resource requirements into a scheduled plan

Scheduling Methods and Characteristics

PERT Diagram



StartStart

Task ATask A

Task BTask B

Task CTask C Task ETask E

Task DTask D

Task FTask F

FinishFinishDevelop 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 DiagramGuidelines 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) relationshipUse “Start” and “Finish” boxes (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) relationshipUse “Start” and “Finish” boxes (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 HimselfResponsibilities Towards Himself Responsibilities Towards TeamResponsibilities Towards Team


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 peopleAsk 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 pathReview risks that might come from the project environment


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 positionThe 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 occurIf no alternative course of action can be followed, create a revised version of existing project plan to reflect impact of possible riskReview 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 impacton time, cost and functionality

Potential Impact of Operational Risks

Impact AreaImpact Area

TimeTime

CostCost

FunctionalityFunctionality

Examples of Operational RisksExamples 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


Control systems track progress against work plan to ensure a successful project completion

Overview of Project Control Systems

TypesTypes

HardHard

Constituting FactorsConstituting Factors

InstructionsReportsProceduresPolicies

InstructionsReportsProceduresPolicies

Characteristics of Control Systems

Characteristics of Control Systems

System should be relevant and measure what matters in the projectSystem should be useful and usable, and not be viewed by team members as a waste of timeSystem should be timely and report deviations quickly enough to enable corrections to be made on timeSystem should be sufficiently accurate to meet the requirements of project team members

System should be relevant and measure what matters in the projectSystem should be useful and usable, and not be viewed by team members as a waste of timeSystem should be timely and report deviations quickly enough to enable corrections to be made on timeSystem 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

SoftSoft

VisionValues and BeliefsCommitmentMotivation

VisionValues and BeliefsCommitmentMotivation


Pert and gantt charts are helpful tools available to project managers during the implementation phase

Project Implementation Tools

PERT Diagram GANTT DiagramEXAMPLEEXAMPLE

++

Efficient Project ImplementationEfficient Project Implementation


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

11

22

33


The monitoring phase involves gathering intelligence about the overall project progress

Project Evaluation Process – Monitoring Phase

Project Manager RoleProject Manager Role Questions to Ask When Things Go WrongQuestions 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 jobs1. List of all late jobs

Name:Period From: To:Name:Period From: To:

2. Describe all new problems2. Describe all new problems

3. Describe any outstanding unresolved problems3. Describe any outstanding unresolved problems

4. Describe your planned solutions4. Describe your planned solutions

5. Describe any actions required by management5. Describe any actions required by management

6. Describe any conflicting non-project work6. Describe any conflicting non-project work

7. Describe accomplishments for this period7. Describe accomplishments for this period

8. Describe plans for next period8. Describe plans for next period

Sim

ple

Stat

us R

epor

ting

Form


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


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 ImperativesCorrecting Phase Imperatives

Re-negotiate the scope of work:– Suggest partial or phased delivery– Introduce substitutions– Request increased budget– Request extended deadlineIncrease work hours:– Institute overtime– Increase staff or subcontractors– Re-allocate staff from non-critical tasksMake 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 deadlineIncrease work hours:– Institute overtime– Increase staff or subcontractors– Re-allocate staff from non-critical tasksMake tasks concurrent instead of sequential, if possible

RequirementsRequirements

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 PressureSources of Completion Pressure

Lots of detail to handleCoordinating integration of project componentsMaintaining configuration controlDealing with customer’s expectation

Lots of detail to handleCoordinating integration of project componentsMaintaining configuration controlDealing with customer’s expectation

Handling PressureHandling Pressure

Plan your time and activities carefullyThe best way to handle this pressure is through effective delegation of tasks and responsibilitiesDo not sacrifice quality at the expense of time

Plan your time and activities carefullyThe best way to handle this pressure is through effective delegation of tasks and responsibilitiesDo not sacrifice quality at the expense of time



Templates

Risk Analysis and Impact Assessment




(High, Medium, Low)


(High, Medium, Low)

Potential ImpactPotential Impact

What ImpactWhat Impact How LikelyHow LikelyActionAction

xx xx xx

xx

xx

xx xx

xx

xx


Defining Project Scope, Objectives, and Deliverables

Project ScopeProject Scope


Obj

ectiv

esO

bjec

tives

xx

Del

iver

able

sD

eliv

erab

les

xx

Key

Sta

keho

lder

sK

ey S

take

hold

ers xx

Functionality

Timeline

Budget/Estimated Cost

Functionality

Timeline

Budget/Estimated Cost

Project WBS (Decision Tree Format)


Project Task Definition

TasksTasks LeadLeadTimelineTimeline

11 22 33 44 55 66 77 88 99 1010 1111 1212 11 22 33 44 55 66 77 88 99 1010 1111 1212


Operational Risks

Impact AreaImpact Area

TimeTime

CostCost

FunctionalityFunctionality

Identified Risks Identified Risks


Project Controls

ControlsControls DescriptionDescription TargetTarget OwnerOwner



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 James P. Lewis

“Project Planning, Scheduling & Control, 3rd Edition” by James P. Lewis

“Project Management : A Managerial Approach” by Jack 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


2006 booz project mgmt workshop ppt

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