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Stepbystep Project Management Process

This document provides an overview and guidelines for project management methodology. It discusses the project management life cycle, which consists of four phases: initiation, planning, execution and control, and closeout. It describes the key elements and deliverables for each phase. The document also includes templates and forms to support the project management process in its appendix.

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100% found this document useful (6 votes)

1K views

Stepbystep Project Management Process

Uploaded by

SrinivasKannan

Available Formats

Download as PDF, TXT or read online on Scribd

You are on page 1/ 97

Project Management

Methodology
Guidelines

Project Management Methodology

&
Step-by-Step Guide
to
Managing Successful Projects

Project Management Methodology Guidebook

Table of Contents

Table of Contents
1.

Project Management Overview ............................................................................1

1.1.
Background ..................................................................................................1
1.2.
An Overview of the Project Management Philosophy and Mission...............1
1.2.1.
The PMOs Mission............................................................................2
1.2.2.
What Is A Project? .............................................................................2
1.2.3.
What Is Project Management? ..........................................................2
1.2.4.
What Is A Project Management Life Cycle? ......................................3
1.2.5.
Deliverables Typically Produced for Each PMBOK Knowledge Areas4
1.2.6.
Project Management Life Cycle and Knowledge Areas .....................5
1.2.7.
Elements of Successful Project Management .................................15
1.3.
Project Approach Selection Technique - Selection Indicators ....................15
1.3.1.
Indicators for User Workshops ........................................................15
1.3.2.
Indicators for Interviewing................................................................15
1.3.3.
Indicators for Questionnaires...........................................................16
1.3.4.
Indicators for Teamwork ..................................................................16
1.3.5.
Indicators for Individual Work ..........................................................16
1.3.6.
Indicators for Classical Progress Control.........................................16
2. Project Management Step-By-Step Guide.........................................................17
2.1.
The Initiation Phase....................................................................................17
2.1.1.
Purpose ...........................................................................................17
2.1.2.
Project Manager Role: .....................................................................17
2.1.3.
Inputs...............................................................................................17
2.1.4.
Outputs ............................................................................................18
2.1.5.
Step-By-Step Process .....................................................................18
2.2.
The Project Planning Phase .......................................................................24
2.2.1.
Purpose ...........................................................................................24
2.2.2.
Project Managers Role ....................................................................25
2.2.3.
Inputs...............................................................................................25
2.2.4.
Outputs ............................................................................................25
2.2.5.
Step-By-Step Process .....................................................................26
2.3.
Project Execution and Control Phase .........................................................59
2.3.1.
Purpose ...........................................................................................59
2.3.2.
Project Manager Role ......................................................................60
2.3.3.
Inputs...............................................................................................60
2.3.4.
Outputs ............................................................................................60
2.3.5.
Step-By-Step Process .....................................................................61
2.4.
Project Close-Out Phase ............................................................................75
2.4.1.
Purpose ...........................................................................................75
2.4.2.
Project Manager Role ......................................................................75
2.4.3.
Inputs...............................................................................................75
2.4.4.
Outputs ............................................................................................76
2.4.5.
Step-By-Step Process .....................................................................76
3. Appendix A Glossary of Project Management Terms...................................79

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Table of Contents

Appendix B - Basic Toolkit Forms and Templates...........................................93

4.1.
Opportunity Assessment & Initiation Phase................................................93
4.1.1.
Opportunity Assessment & Initiation Phase Tools ...........................93
4.2.
Project Planning Phase ..............................................................................93
4.2.1.
Project Planning Phase Tools..........................................................94
4.3.
Project Execution and Control Phase .........................................................94
4.4.
Project Close-out Phase.............................................................................94

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Project Management Methodology Guidebook

Project Management Overview

1. Project Management Overview

1.1. Background
This manual was developed to guide project managers through corporate project
management methodology. The project life cycle consists of four major phases:
Initiation, Project Planning, Project Execution & Control, and Project Closeout.
Documents and Templates supporting the project management process have been
tailored to meet the need of having a Basic Toolkit of pre-designed forms. Forms and
sample reports are included in Appendix B and referenced throughout this manual.
Hyperlinks are provided to take you directly to the tools if you are using an electronic
copy of this manual.
This manual presents a framework for managing projects using basic tools needed for
success. The framework should be modified for each individual project as it applies to
the given effort. This model provides a methodical approach to conducting projects so
that they meet the needs of the project sponsors successfully and consistently. A
Glossary (Appendix A) of common project management terms is included to help
standardize terminology throughout the organization.

1.2. An Overview of the Project Management Philosophy and Mission

In todays business environment, two factors have become common: change and
complexity. The nature of business has incorporated these factors into our everyday
lives. We work in an environment of constant change and increasing complexity, and
must be competitive, productive, customer-focused, and profitable.
Much has been written about change in the business community. Indeed, we all know
the one constant is the existence of change. Marketing strategies, manufacturing
strategies, service strategies - all must accept the realization that as soon as the details
are spelled out, factors in the marketplace will demand that the strategy be revisited.
Managing change has become a key ingredient for todays successful business.
Business has also become extremely complicated. This complexity is related to the
number of factors involved in the effort, the global scope of markets, and the sheer size
of the efforts being undertaken. Even small decisions often involve the interplay of
hundreds of variables.
Project management is both an art and a science. The processes presented in this
document illustrate the science of project management. The science consists of a
systematic approach using a standard methodology. The art consists of soft skills
including leadership, trust, credibility, problem solving, and managing expectations. The
art of project management is developed through experience, practice, and intuition. A
project manager who is skilled in the art instinctively knows how and when to react to

City of Chandler

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Project Management Methodology Guidebook

Project Management Overview

project problems. Project management is equally divided between the art and science
and a successful project manager utilizes and refines both skill sets to effectively
manage projects.

1.2.1. The PMOs Mission

The Project Management Office (PMO) will ensure effective implementation of
corporate strategic objectives by providing leadership and oversight of projects and
programs. The PMO will utilize industry recognized project management processes and
disciplines to become a center of excellence offering project management resources,
consultation, tools, training, support, and planning to any organization or individual
within the organization.

1.2.2. What Is A Project?

Projects have become the new way of accomplishing and managing business activities.
Projects are the temporary assemblage of key personnel designed to accomplish
specific business objectives with identifiable customers in mind. A project has a
beginning and an end. The project team dissolves once the objectives are met. It is
fluid and driven by the specific needs of that business. The project approach to
managing business activities embraces change and complexity.
Projects can be defined in many different ways. However, there are some traits that all
projects have in common. Typically, these traits are used to identify what a project is.
The most distinguishing feature is a specific time frame. All projects have a beginning
and an end. Many efforts are called projects but actually become programs as they
extend indefinitely and cover broader, less specific business objectives. Projects must
have a clear, definitive goal or objective. The objective is specific, identifiable, and can
be accomplished. A project usually involves varied activities, which produce
quantifiable and qualifiable deliverables that when added together, accomplish the
overall objective.
Key Characteristics of Projects
A project has boundaries, so its extent is defined.
A project is a one-time effort, usually requiring finite resources.
There are distinct start and end dates for projects.
You know when you have reached the end of the project.

1.2.3. What Is Project Management?

Project Management is the process of achieving project objectives (schedule, budget
and performance) through a set of activities that start and end at certain points in time
and produce quantifiable and qualifiable deliverables.

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Project Management Overview

Successful project management is the art of bringing together the tasks, resources and
people necessary to accomplish the business goals and objectives within the specified
time constraints and within the monetary allowance. Projects and Programs are linked
directly to the strategic goals and initiatives of the organization supported.

1.2.4. What Is A Project Management Life Cycle?

The process each manager follows during the life of a project is called the Project
Management Life Cycle. A proven methodical life cycle is necessary to repeatedly
implement and manage projects successfully.
During the life cycle of any project, proven and tested project management processes
or best practices are should be initiated. The types and extent of processes initiated
depend on the nature of the project, i.e. size, probability of failure and consequences of
failure. Strong and effective leaders apply process to protect all projects.
The Project Management Institute (PMI) provides guidance for project management in
the Project Management Body of Knowledge (PMBOK). Every project has a life cycle,
with a beginning, a life and an end (defined by accomplishing the objective). The
following defines a typical project life cycle and shows the relationship between PMBOK
Life Cycle Phases and our Life Cycle Phases:
PMBOK Phases

Our Methodology Phases

Initiation

Planning

Executing

Execution and Control

Controlling
Closing

Close-out

There are 9 major knowledge areas of project management that PMBOK describes as
required expertise for all project managers. They are:
Scope Management
Communications Management
Risk Management
Human Resources Management
Procurement Management
Time Management
Cost Management

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Project Management Overview

Quality Management
Integration Management
Each of these management areas consists of processes, tools and techniques that are
produced and/or applied to some degree during the course of any project. The following
set of illustrations depict the project management life cycle, knowledge areas, and
processes used:

1.2.5. Deliverables Typically Produced for Each PMBOK Knowledge Areas

City of Chandler

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Project Management Methodology Guidebook

Project Management Overview

Project Management Life Cycle and Knowledge Areas - An example of a typical

project management life cycle with the 9 PMBOK knowledge areas spread across each
phase to show the where the knowledge area is used.

1.2.6. Project Management Life Cycle and Knowledge Areas

Project
Management
Knowledge Areas

Initiation

Planning

Executing &
Controlling

Close Out

Integration
Management
Scope
Management
Communications
Management
Risk Management
Human
Resource
Management
Procurement
Management
Time Management

Cost Management
Quality
Management

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Project Management Overview

COM M UNICATIONS M ANAGEM ENT PROCESS

Project Comm unications M anagem ent includes the Processes required to ensure timely and appropriate
generation, collection, dissemination, storage,and ultimate disposition of project information.
(Communications Planning)

(Informantion Distribution)

(Performance Reporting)

Determine the information and

Determine the
information
and
communication
needs
of the Team
needs
of the Team
(communication
Who needs w hat
information,
(when
Whowill
needs
w hat
information,
they
need
it, and
need
it, and
howwhen
will will
it bethey
given
to them
)
how will it be given to them )

Make needed information

Maketoneeded
available
Team information
members in
available
to Team
members in
a timely
manner
a timely manner

Collect and diseminate

Collect andinformation
diseminate
performance
performance information

Comm unications
Correspondence
M anagement
/ M emos
Plan
____________
_______
____________
_______
________
_______Filing System
________ Reports
___________
________
___________
___________
___________
Distribution
___________
Structure for
___________
Project
Reports
( a)
Notebook
___________
___________
Description of
___________
___________
Information to
___________
be
Distributed
( a)
___________
___________
___________
Production
___________
Schedule
___________
( a)
___________
M ethodology
___________
for Updating

City of Chandler

Generate, gather, and disseminate

Generate,togather,
information
the endand
of disseminate
the project,
information
the endclosure
of the project,
includingtoproject
including project closure

Variance
Reports
Bar Chart

Com plete Set

of Indexed
Project Records
____________
____________
________
________
________
Requests for
Change

Schedules

Tabular
Reports

APPROVED

Requests for
Change
APPROVED

Lesons
Learned
Historical
Data Base

Plan
___________
___________
___________

( a)
( a) Included in the
Comunications Management
Plan

(Adm inistrative Closure)

( a)

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Project Management Methodology Guidebook

Project Management Overview

RISK MANAGEMENT PROCESS

Project Risk Management includes the processes concerned with identifying, analyzing, and responding to project risk.

Identify
Identify
Risks
Risks

Determine which risk events warrant response

by the team.
Each team member, on their own, scores each
risk with a probability of failure and a
By attribute, each person
consequence of failure. They score Probability
writes risks on 3X5 card and
of Failure from 0 to 100% and Consequence of
posts on sheet.
Failure from 1 to 10.
Risks are grouped,
Score sheets are handed in, the team is given
consolidated and listed by
a long break and the information is typed into
attribute. There is no discussion the consolidated spreadsheet for averaging.
of each risk except to get
The individual score sheets aredistributed and
concurrence on wording.
each risk is discussed to based on the average
Risks are typed into an excel
probability and consequence.
spreadsheet at the completion of
each attribute.
Prob. Occur
B
Spreadsheets are distributed to
A
participants.
C
D
Attribute 1
Consequence
Potential Risk
Events
Gain concurrence on Probabilities and
Consequences.
Attribute 2
Plot Probability of Occurrence and
Consequence Of Occurrence.
Potential Risk
Select the Highest Risk/Consequences
Events
for Risk Management.

Each Attribute on Single Sheet of Flip Chart.

Post Flip Charts on the Wall.

Attribute 1

Attribute 2

City of Chandler

Evaluate
Evaluate&&
Quantify
Quantify
Risks
Risks

Develop
Develop
Risk
Management
Risk Management
Plan
Plan
Assign Owners to highest risks.
Define Plans for Avoiding, Mitigating, or Accepting Risks.
Risk Management Plan
Risk B

Execute
ExecuteRisk
Risk
Management
Management
Plan
Plan

Monitor risk triggers weekly to determine if

a risk has occurred or might occur.
Review risk plans weekly.
When changes occur, the basic cycle of
Identify, Quantify, and Respond is repeated.

Corrective Action or
Contingency Plans

List Risk Symptoms and Triggers.

Include Risk Plans in the Project Schedule.
Identify Risk Symptoms or Triggers.
Develop Contingency Plans.

Updated Risk
Management Plan

Risk Symptoms
or Triggers

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Project Management Methodology Guidebook

Project Management Overview

HUM AN RESOURCES M ANAGEMENT PROCESS

Project Human Resource Managem ent includes the Processes required to m ake the most effective use of people
involved with the Project.
Identify, Document & Assign
Identify, Document & Assign
Project Roles, Responsibilities,
Project Roles, Responsibilities,
and Reporting Relationships
and Reporting Relationships

Acquire H uman Resources and

Acquire H uman Resources and
Assign to P roject
Assign to P roject

RESPONS IB ILITY M ATR IX

Phase\Person
Dept A
Dept B
Preliminary
Design
Testing

S
S

P = Participant
A = Accountable
I = Input

S = Sign O ff
R = Review

CLASSIF IED AD
CLASSIF
IED AD
W ANTED
W ANTED
_______________
_______________
_______________
_______________
_______________
_______________
_______________
_______________
_______________
_______________JOB
JOB ENT
ANNOUNCEM
ANNOUNCEM ENT

R
R
A

STAFFIN G M ANAGEM ENT PLAN

____________________
____________________
____________________
____________________
PROJECT
____________________
PROJECT
____________________
________ TEAM
TEAMTORY
________
D IREC
D IREC TORY

S t a f f in g M a n a g e m e n t P la n
90
80
70
60

M an
H o u rs

50
40
30
20
10

_______________
_______________
_______________
_______________
_______________
_______________
_______________
_______________

0
1s t Qtr

2n d Qtr

3 r d Q tr

4th Q tr

T im e

ORGAN IZA TIONA L CHART

Task 1

City of Chandler

Task 2

Task 3

Develop Individual and

Develop Individual and
G roup Skills to
G roup Skills to
Enhance
Enhance
Project Performance
Project Performance

IM PROVEM ENTS
IMIND
PROVEM
ENTS
TO
IV IDUA
L
TO
IND IV IDUA L
SK
ILLS
SK
ILLS
_________________
_________________
_________________
_________________
_________________
_________________
_________________
_________________
IM PROVEM ENTS
_______
IMTEAM
PROVEM ENTS
_______TO
TO TEAM
BEHAV
IOR
BEHAV IOR
_________________
_________________
INPUT FOR
_________________
INPUT FOR
_________________
PERFORM
ANCE
_________________
PERFORM ANCE
_________________
APPRAISALS
_________________
APPRAISALS
_________________
_______________
_______________
_______________
_______________
_______________
_______________
_______________
_______________

Task 4

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Project Management Methodology Guidebook

Project Management Overview

PRO CUREM ENT M A N AG EM ENT PRO CESS

Project Procurem ent M anagem ent includes the processes required to acquire goods and services
from outside the perform ing organization

Determine
W hat to Procure and
W hen to Procure

Procurem ent
M anagem ent
Plan
Statem ent
of W ork

Docum ent Product

Requirem ents and
Identify Potential
Sources

Request for
Proposals
Invitations
to B id

Obtain Quotation,
Bids, O ffers, or
Proposals as Needed

XYZ Co.
Proposal for
Good s &
Services

Award Contracts for

Selected Goods and
Services

Contract Award
XYZ Co.

M anage Relationships
with Sellers

Resolve any
Open Issues
/ Change
Orders

Contract
Files

Contract
Term s &
Conditions

Approved
Contract
Changes

$$$$$$

Requests for
Paym ent

Final W ritten
Notice of
Contract
Com pletion

$$$$$$

City of Chandler

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Project Management Methodology Guidebook

Project Management Overview

T IM E M A N A G E M E N T P R O C E SS

P roject Tim e M anagem ent includes the processes required to ensure tim ely com pletion of the project.

DDefine
efin e
DDeliverables
eliverables
W
Work
orkBBreakd
reakdow
ownn
Structure
Structure
P roject

S ub
P roject 1

Sub
Project 2

E stim ate
H ours to
Produce
D eliverables

Sequence
Sequence
AActivities
ctivities

S ub
P roject 3

12/1 12/2

12/3 12/4

12/6 12/8

A
1 day

B
1 day
12/3 12/5
C

MManage
anage
Schedule
Schedule

DDevelop
evelop
Schedule
Schedule

2 days

P erfor ma nce
R eports
T urn Aro und
D ocume nt
C ha nge
Req ue sts

2 days
Ta sk 1

Ta sk 2

Ta sk 3

Ta sk 4

Ta sk 5

S ub
ta sk 1

S ub
ta sk 2

Sub
ta sk 3

Sub
ta sk 4

Sub
ta sk 5

City of Chandler

F ro m C ha nge
M a na ge me nt
P rocess

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Project Management Methodology Guidebook

Project Management Overview

COST M ANAGEM ENT PROCESS

Project Cost M anagem ent includes the processes required to ensure that the project is com pleted
within the approved budget.

Plan
Plan
Resources
Resources

Allocate
AllocateCost
Cost
Estimates
Estimatestoto
Individual
Individual
Activities
Activities

Estimate
Estimate
Cost
Costof
of
Planned
Planned
Resources
Resources

M
Manage
anage
Costs
Costs

People

32 m anhours x $75 per

m anhour = $2400

Activity A
$1200

Activity B
$1200

M aterial

$2400

$
=

Time

Equipm ent

City of Chandler

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Project Management Overview

QUALITY M ANAGEM ENT PROCESS

Project Quality Managem ent includes the Processes required to ensure the Project will satisfy the needs for
which it was undertaken.

(Quality Planning)

Identify Relevant
Identify Relevant
Quality Standards
Quality Standards
& H ow to Satisfy
& H ow to Satisfy
Them
Them

Quality
Management
Plan
_______ Operational
_______ Definitions
_______ __________
_____
_____
_____

City of Chandler

Describes what it is, & how

it will be measured by the
Quality Process

Check List
__________
__________
__________
__________
__________

(Quality Control)

(Quality Assurance)

Evaluate Overall
Evaluate Overall
Project Perform ance to
Project Perform ance to
Ensure Project W ill
Ensure Project W ill
Satisfy Q uality Standards
Satisfy Q uality Standards

Change Request
____________
____________
________
________
________ Corrective
Action Plan
___________
___________
___________

M onitor Project Results

M onitor Project Results
For C om pliance with
For C om pliance with
Quality Standards
Quality Standards

Completed
Checklist
___
___ Inspection
___ Reports
___ ___ _____
________
_____
_____ Statistical
Sampling
________
____
____ Control/Trend
____ Charts

PM0.0.0-PMMethodology-GDE.doc

Flow Charts

(Quality Control)

Identify W ays to
Identify W ays to
Elim inate Causes
Elim inate Causes
of U nsatisfactory
of U nsatisfactory
Perform ance
Perform ance

Rework
____________
____________
________
________
________ Process
Adjustments
Plan
___________
___________
___________

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Project Management Overview

ISSUES MANAGEMENT PROCESS

Project Issues Management includes the Processes required to identify, resolve, and control in a timely
manner factors which could influence the overall scope, time, cost, risk, and quality of the project.
( By the Original Team Member ) ( By the Original Team Member & Team Leader)

Identify
Identify
Outstanding
Outstanding
Issues
Issues

Sources:

Weekly M eetings
Correspondence
M emoranda
Requests for Change
Performance Reports
Status Reports
Schedule Updates

Evaluate Potential Impact, Action

Evaluate Assign
Potential
Impact, Action
Required,
Sponsor,Team
Required,
AssignDrop
Sponsor,Team
Member
and Assign
Dead Date
Member and
Assign
Drop Dead Date
for Resolution
for Resolution

( By the Assigned Team Member )

( By the Original Team Member )

Enter Information
Enter
Information
into
Lotus
Notes
into Lotus
Notes
Issue
Tracking
Issue
Tracking
System
System

Identify
Identify
Alternatives
Alternatives

Update Issue
Update
Issue
Tracking
System
Tracking
System
& Communicate
& Communicate
Status
to Team
Status
to Team
Members
Members

Review Issue
Resolution with
Sponsor,Original
Team Members,
Team Leader, and
Assigned Team
Members

Action Item Report

Tasks:
Define exact scope of each Issue and
determine what and how it will affect
the overall project
Determine what action is required to
resolve each Issue
Assign Sponsor and Team M ember
who will be responsible for resolving
each issue
Assign a Drop-dead date for the
resolution of each Issue
Perform What-if schedule impact
analyses to determine impacts to the
overall schedule, cost, scope, and
quality of the project

Includes:

Issue
Identification
Report
Issue
Investigation
Report

Issue Number (a)

Issue Title
Issue Type
Issue Category
Issue Status
Issue Priority
Submitted by
Issue Date
Assigned Date
(a) Issue # to be assigned
by Lotus Notes

Issue
Tracking
Report

( By the Assigned Team Member )

Manage
Manage
Outstanding
Outstanding
Issues
Issues
( By Assigned
Team Members )

Issues
M anagement
Log
Report on
Issues
Submitted

Report on
Issues
Approved

Copies to:
Original Team M embers
Sponsor
Assigned Team M embers

Initiate Change
Initiate
Change
Request
Request )
( if applicable
( if applicable )

To Change
Management
Process

Requests for
Change
APPROVED

City of Chandler

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Project Management Methodology Guidebook

Project Management Overview

CHANGE MANAGEMENT PROCESS

Project Change Managem ent includes the processes required to control changes to the project scope

Initiate
Change
Request

Evaluate
Impact

Evaluate
Benefits

Change
Request
Form

List of
Constraints

Request for
Change in Scope

Evaluate
Cost Impacts

Approved

Request for
Change in Scope

Project
Sub
Project 2

Sub
Project 1
Task 1

List of
Assumptions

Task 2

Task 3

Evaluate Risk

Manage /
Control
the Change

Corrective
Action Plans

Approved

Task 4
Copies to:

Revised
Schedules

City of Chandler

Communicate
Changes
to Affected
Team Members

Revise
Work
Breakdown
Structure &
Schedules

Obtain
Formal
Acceptance
of Change

PM0.0.0-PMMethodology-GDE.doc

Department A
Department B
Department C
Department D

Page 14

Project Management Methodology Guidebook

Project Management Overview

1.2.7. Elements of Successful Project Management

There is no single process that makes a project successful. It is the careful
orchestration of a number of different elements.
The factors that lead to successful projects include:
Clearly defined goals and objectives
A well-defined project management process
A proven set of project management tools
A clear understanding of the role of project management.
The project manager has a broad array of behavioral and management techniques from
which to choose. The objective of the selection process is to choose techniques that
ensure high-quality, on-time deliverables that are accepted by the business and that fit
the conditions and environment.

1.3. Project Approach Selection Technique - Selection Indicators

1.3.1. Indicators for User Workshops
The participants have the authority to confirm the deliverables for the business.
Usually this implies that they are management representatives. If they do not have
this authority, the advantage of the short decision cycle is lost.
There is a basic understanding and spirit of cooperation among team members, and
a motivation to produce deliverables within a limited time frame.
A qualified facilitator is available. If this is not the case, the risk of failure is high. An
unsuccessful workshop can very quickly damage the confidence of the business
users and the project team.
Appropriate facilities and equipment are readily available.

1.3.2. Indicators for Interviewing

A large number of business people must be involved; representation by a small
group is not acceptable.
Fact gathering is the main objective.
Individual opinions are easier to gather from interviews.
The internal political situation does not allow for user workshops.
The interviewees will not speak openly in groups.
Time and resources for interviewing are available.
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Project Management Overview

1.3.3. Indicators for Questionnaires

Questionnaires are often used to assess the current situation.
The main objective is fact gathering; the subject matter does not need verbal
explanation and immediate feedback.
Opinions must be gathered from a large group of persons.
Time and resources for interviewing are not available.

1.3.4. Indicators for Teamwork

The task to be performed requires the participation of several team members to
produce a deliverable and reach consensus.
The task to be performed is a logical extension of previous activities, such as a user
workshop or interviews.
The task to be performed needs the skills of several persons.

4. Review Lessons Learned

A project repository of lessons learned for use by project managers is created as
a reference for present and future projects. The project repository is a central
database or file, which contains pertinent project information. This includes the
project notebook as well as additional information regarding the project
successes and pitfalls. The project manager should review the lessons learned
from previous projects to assist in assessing project risks, maintaining project
schedules, and understanding potential areas of concern experienced previously
on other projects.
Review the issues logs from previous projects to identify potential risks (all issues
were once risks).
5. Review Customer Requirements
The project manager is responsible for identifying and understanding the
customer requirements of the project. By reviewing any existing requirements,
business case or proposal documents, the project manager should be able to
determine the purpose of the project and the expectations. The project manager
must identify all requirements that are unclear, incomplete, unfeasible,
contradictory, or that in some way may prevent the successful completion of the
project. Meeting with the project owner to discuss the requirements and any
vague items is required. The project manager must schedule a time with the
project owner as soon as the project manager is assigned to review the project
and understand the expectations. A copy of the Project Sponsor Assessment
Checklist should be used as a starting point and all project deliverables should be
communicated, agreed upon, and documented. The project manager will provide
a copy of the meeting minutes documenting the agreed upon deliverables. The
meeting minutes should be distributed to the project owner within 24 hours of the
meeting. This allows both parties to see the results of the meeting and address
any disagreements immediately.
6. Define Project Roles
The question of what level of authority the project manager should possess is
natural when consideration is given to the large number of people that must be
depended upon for results, but are not under the project managers direct control.
The question becomes even more relevant considering the differences in
responsibilities of the project manager and the functional managers. The project
manager is ultimately responsible for developing a cohesive project team
motivated toward success making the project managers leadership qualities,
interpersonal skills, and credibility are far more important than formal authority. A
project manager possessing these attributes can usually find a way to make it
happen with or without formal authority, but the project owner should give the
project manager the level of authority that enables the project manager to
successfully accomplish the assigned responsibilities. The project owner should
provide the project manager with a formal statement or contract detailing the
scope of authority being granted. The level of authority should be directly

9. High-Level Risk Assessment

During this phase, the project manager should begin to identify major risks to the
project. It is not important to have detailed plans at this time, but it is important to
begin to identify what could potentially impact the success of this project. Once
identified, they should be included in the high-level Project Charter completed
during this phase.
The project manager, along with the project team, will identify major project risks
and develop risk management plans during the Planning Phase. In identifying
the major project risks, the sources of potential risk must be determined. The
project manager will begin with the work breakdown structure (WBS) to
determine potential risks associated with the project. Some of the more common
risks include:
Changes in project requirements and/or scope
Unrealistic schedules and/or budgets
Misinterpretations or misunderstandings
Unclear roles and responsibilities
Unskilled staff
Availability of staff
Undefined success criteria
Managing risk falls into one of the four following categories:
Avoidance involves changing the project plan to eliminate the risk or
condition or to protect the project objectives from its impact.
Transfer is seeking to shift the consequence of the risk to someone
else. This does not eliminate the risk.
Acceptance is understanding the risk and accepting the consequences
should the risk occur. An example would be accepting extended project
duration due to resource availability.
Mitigation involves preparing a plan that describes the actions to be taken
before a risk occurs to minimize any potential impact.
A contingency plan for a risk event is the identification of steps which will be
accomplished if the risk strategy is implemented. The steps will be included in the
projects schedule and cost baselines.
The decision to prepare a risk avoidance and risk contingency plans depends on the
circumstances associated with each project. In most cases these plans should be
prepared for a specific area of risk if:
The risk is moderate or high,
The probability of occurring is moderate or high, and

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The impact is significant.

If any one of these factors is not present for an area of risk, it may not be necessary
to prepare risk avoidance measures or a risk contingency plan. Most of the risk
areas center on the following:
Resources (e.g., personal, facilities, hardware, etc.),
Requirements definition & scope,
Technology, and
External dependencies.
When identifying high-level risks, be sure to consider the following risk attributes:
Budget

Schedule Items

Performance

Development Technology

User Attributes

Business Change

Cost or Financial

Vendor or Contractor

Human Resources

Politics

Acts of God
Requirements
During the Initiation Phase the project manager should assess probable risks to the
project and include them in the Project Charter. A detailed analysis is not needed at
this time since the risk will further analyzed during the project team Risk
Management meeting.
10. Develop Cost Estimates
A large number of projects fail because initial cost estimates are simply too low.
It is important that project managers and account managers accurately state the
estimated costs. Depending on the size of the project, costs will be tracked in
different ways. Be sure to document your costs in a spreadsheet, which will later
be validated when the final project plan is approved and baselined. These initial
estimates will help prevent cost issues from arising once the total project cost are
determined and agreed to. Be sure to include significant equipment, human
resource, contract, and supply costs.
The project team should use a typical or similar completed project, if available,
plus lessons learned, to estimate time and cost at the lowest level of the highlevel WBS. The costs will roll-up to the higher-level tasks to form the overall
project cost. Be sure to consult with people who have experience in completing
the described tasks. All organizations have some type of subject matter expert
that could help validate a cost estimate.
11. Develop High-Level Project Charter
The purpose of the Project Charter (Appendix B) is to provide a clear and
consistent definition of the projects vision/mission, scope and objectives. The
project charter is developed early in the project management life cycle. It
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contains the vision/mission, owner identification, scope, objectives, assumptions,

constraints, time/milestones, cost/budget, quality requirements, and major risks
of the project. The project manager may develop an initial draft of the project
charter, however, the project team will be responsible for developing the final
project charter during the detailed planning meeting to be held at the beginning of
the planning phase.
The project team members will review the project charter in order to obtain buyin. This development process is required for a full understanding and
acceptance of the project by the project team. After the project team develops
the project charter, the project manager will submit it to the owner for approval.
The project charter acceptance will provide an agreement between the owner(s)
and the project team. Most project failures are the result of one or both of the
following: (1) poor definition of the vision/mission and scope and (2) not having
buy-in and commitment by the owner and project team (3) poor estimating.
Elements of the high level charter would include:
Strategic vision supported by the project
The problem and/or need
The project solution
The high level scope of the project.
12. Review with Owners for Approval
The project manager will meet with the project owner to review the project
charter, high-level WBS, and high level risk assessment. The project manager
will arrange a time that is convenient for the project owner to spend
approximately one hour to review the work that has been accomplished during
this Phase. The project owner will give the go ahead for the project manager to
proceed to the Planning Phase to finalize the project charter.

2.2. The Project Planning Phase

2.2.1. Purpose
The purpose of the Project Planning Phase is to kickoff a new project and establishes
an accurate plan and schedule. The infrastructure that is established during the
planning phase is critical to effectively manage the projects success. At no other time
during the life of the project is the success of the project more vulnerable. During this
phase, responsibilities are assigned; communications and reporting expectations will be
developed and presented to the project team. Tracking systems will be established. The
project team will further decompose the high-level work breakdown structure into
measurable tasks. This decomposition will form the basis of the project plan and
schedule. Once the project team has determined the scope of the project a Risk
Management Plan can be developed. The rigor that is established during this phase is
dependant on the size, visibility, and impact of the project. The effort taken during the

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project planning phase is directly reflective of the projects ability to reach a successful
conclusion.

2.2.2. Project Managers Role

Obtain staff
Assign roles & responsibilities
Develop Organization Chart
Prepare Project Notebook and Project Files
Develop the detailed WBS
Develop Communications Plan
Establish reporting frequencies
Conduct due diligence or risk assessment

2.2.3. Inputs
High Level Project Charter (with attachments)
High Level Risk Assessment
Requirements Document

2.2.4. Outputs

Communications Plan
o Communications Matrix
o Issue Log
o Action Item Log
o Documentation Matrix
o Status Reports
o Organization Chart
o Project Team Directory

Project Charter

Resource Request Form

Project WBS

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Requirements Traceability Matrix

Responsibility Matrix

Risk Management Guide

Project Notebook

Developing Task Worksheet

Project Schedule

Project Management Step-By-Step Guide

2.2.5. Step-By-Step Process

1. Conduct a Project Team Detailed Planning Meeting and Work Session
The project manager will hold a project detailed planning meeting once the project
team is established. The main purpose of the detailed planning meeting is to
introduce the project and enlist the project team to continue work completing the
Project Charter (Appendix B), which was started during the Opportunity Assessment
& Initiation Phase. The project owner should be present to communicate
expectations, goals, and success criteria. Other agenda items should be team
member responsibilities, time and/or budgetary constraints, and the schedule for
future meetings (communication plan). If the projects conceptual development is
clearly defined, the team should work on defining the scope and objectives by
creating a Work Breakdown Structure (WBS).
In order to hold a successful detailed planning meeting the project manager must
determine the following:
Meeting Attendees

City of Chandler

The detailed planning meeting attendees will include the

project manager, the project owner, and all project team
members. This information is listed in the agenda.

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Agenda

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The Purpose must be stated clearly to set expectations

and stimulate interest in the meeting. An Agenda will
include the meeting attendees, subjects to be covered and
time for each. The meeting attendees must be listed in the
agenda section that is distributed. The agenda for the
detailed planning meeting will include the project owner
discussing the purpose and expectations of the project. A
High-level WBS will be produced and responsibilities will be
assigned to the project team members. The project
manager will facilitate the identification of the following:
Business need for the project
Vision, Mission, Scope, and Objectives
Project assumptions, risks, and constraints
A Limit to the meeting is provided to inform all meeting
attendees of the time required for the meeting. A typical
detailed planning meeting and work session may take
several hours to several days depending on the size of the
project.
The project manager should prepare the agenda and
distribute it a minimum of 24 hours before the meeting.

Location

The project manager is responsible for reserving an office

or conference room large enough to accommodate all
meeting attendees. Be sure there is ample wall space to
display flip charts for the development of the WBS

Equipment and
Props

The project manager must ensure the meeting location is

equipped with the needed equipment and props for the
meeting. Equipment includes overhead projectors, white
boards, markers, tables, and chairs. Props include the
post-it notes, easels, large paper, and tape.

Meeting Minutes

The project manager should designate one person at the

beginning of the meeting to take the minutes. The project
manager will take responsibility for distribution of the
meeting via e-mail within 48 hours of the meeting. During
the meeting it is helpful to have current ideas and
information captured on flip charts for the visibility and
focus of the project team.

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2. Develop the Detailed WBS

The Detailed WBS process found in this section should be used to develop the
detailed WBS. It will result in a further decomposition of the project objective into the
deliverables that must be produced to successfully accomplish the project. These
deliverables are measurable in the hours and cost required to produce them.
Review the project sponsor-approved proposal or business case to determine if any
changes in scope have occurred during the approval process.
The purpose of the WBS and the benefit it provides are:
It facilitates detailed planning by subdividing the project scope into smaller,
manageable work efforts. These work efforts can be mapped to the individual
responsibilities.
The owner of each deliverable can be established and that ownership
becomes part of the project charter.
Tasks can be identified to produce each deliverable. The responsibility for each
task can be established. That individual is then responsible for the schedule of
the task.
The detail estimated costs and budgets can be established for each WBS
element, facilitating bottom-up estimating.
It provides a framework to identify projects separately from organizations, funding
sources, accounting systems, etc.
There is no theoretical lower limit to the composition of a WBS, but a limit can be
determined from information about the monitoring practices (for example whether
actual tasks or milestones only are tracked). At the lowest deliverable level, the
scope, cost, and complexity of each unit are more manageable. As a general rule,
nouns should be used to describe deliverables. Resource responsibility should be
assigned and a budget established for the lowest level deliverable identified in the
WBS.
Once the WBS has been established and owners assigned the individual
deliverables can be broken down into verbs that describe specific tasks. These tasks
should take no more than 80 hours to complete. Taking the deliverable to the task
level enables you to establish a project schedule.
The WBS development process is an iterative one. It is completed as a project team
effort and reviewed and updated as part of the project life cycle. Specific major
steps should be followed during the development of the WBS. Starting with the
high-level WBS developed in the Initiation Phase; follow the steps as described
below.
WBS Development Procedures
Review project goals and

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Ensure that the project team fully

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objectives.

understands the project goals and

objectives.

Prepare summary WBS down to

activity level.

Perform a team review of the project

definition and initial project plan for:
Project phase and activity
Milestones
Deliverables
Adjust, add, and delete project activities as
needed.

Determine additional level of detail

needed.

Determine how much detail is needed to

understand task performance
requirements.
Determine the level of detail at which
project tracking will be performed.
Establish the level of detail of the WBS
structure to match the projects
requirements. For example, one level
below that at which tracking will be
performed.

Assign specific sections for further

breakdown.

Assign to project team members the

responsibility of breaking down
deliverables to lower level WBS elements.
Assign responsibility for developing the
work packages to those team members
who will perform the work.

Define WBS task and subtask

details.

Prepare WBS task and subtask element

descriptions, as they are developed.

Review WBS with project team.

Conduct a team review of the project

structure created.
Finalize the WBS elements.

a. Detailed Work Breakdown Structure Process

The WBS is the heart of project planning on which many disciplines rely. The
WBS is used as the basis for creating:

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Responsibility matrix
Schedule
Cost
Quality plan
Communications plan
Risk assessment
Procurement plan
The development of a detailed WBS is the effort of the entire team during the
detailed planning meeting. It is imperative to use the knowledge and resources
of the team. The WBS development as a team helps to establish team members
roles and responsibilities for the duration of the project and reinforces the reason
each individual has been allocated for this particular project. The WBS is one of
the most valuable tools for acquiring ownership of the project by the team. If the
project budget is limited, ensure that there are funds allocated for this planning
session. There is not a better way for the project manager to gain commitment
and buy-in to the project for the team as a whole. For this reason the WBS is
considered to be the basis for all planning.
b. General Guidelines for WBS
All project objectives are made up of deliverables
WBS defines products not tasks
Sum of all the deliverables produces the final project solution
One WBS levels output is an input to the next higher level
If you break down a deliverable, it must be broken into at least two
deliverables
Same deliverable cannot be in two different places in the WBS
Lowest level deliverable is called a work package with work effort of 80-150
hours
Deliverables are represented as nouns
Tasks are identified at the work package level not to exceed 80 hours
Tasks are represented as verbs and usually not nouns
c. Creating the WBS
Gather your team into a war room or a room that has plenty of wall space.
Make sure everyone has access to:
Post-it-notes
Markers
Colored dots
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Pen and paper

Flip chart paper
Use the following steps to guide the team through the development process:
Steps

Preparation

Tasks

Assign two recorders to

write on post-it-notes with
markers, one deliverable
per post-it.

Discuss requirements for project.

Encourage entire team to participate in
brainstorming session.

Tape project requirements Have recorders alternately list one

and high-level charter WBS deliverable per post-it and place on wall
take all contributions.
on wall.
After 10 minutes of brainstorming,
arrange and rearrange the deliverables
into hierarchical categories.
Note each highest level deliverable and
brainstorm to see if additional
deliverables can be added.
Break down into the lowest level
deliverable (work package) 80-150
hours.
2

Demonstrate coding
structure.

Code each deliverable using a

standardized corporate coding system.

Set-up computer with

project management
software tool.

Record WBS into project management

tool.

Assign someone to input

information.

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Steps

Preparation

Tasks

Distribute colored sticky

dots.

Request that each team member place

their colored dots on the work
packages for which they will be
responsible.

Assign one color per

person.
If not enough colors, place
marks on dots to
differentiate.

Ensure that each work package has an

owner.
If a work package does not have an
owner, assign one.

Make color coded key.

Explain the difference

between work effort and
duration.

Have each owner assign work effort for

each work package.
Add all the work effort totals to calculate
high-level work effort estimate for project
time line.

Develop Tasks.
(Note: Tasks are not
typically identified during
the detailed planning
meeting, due to time
constraints. It is more
important in this meeting to
completely identify all
project deliverables. For
more information on
developing tasks, see the
Schedule Preparation
section of this chapter.)

City of Chandler

Give each deliverable owner a copy of

the Developing Tasks Worksheet
(Appendix B).
Have them return to their workplace and
breakdown each lowest level deliverable
they own into its respective tasks.
Be sure to identify the date that the Task
Worksheets need to be turned in. These
will be used to develop the project
schedule.
When developing tasks, be sure to
include duration in days and estimates in
hours.

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d. Presenting the WBS

Once the entire WBS had been developed and tasks have been entered into the scheduling tool, the project
manager should also develop a visual representation of the WBS. Keep in mind that the WBS does not include
tasks. It only represents those deliverables that must be produced in order to complete the total solution.
Managers and project owners are mostly interested in what needs to be produced, (deliverables) and not so much
in how it is produced (tasks). For this reason the project manager will develop a visual portrayal of the WBS using
a tool such as Microsoft Visio or PowerPoint. Below is a sample of what a WBS would look like using Microsoft
PowerPoint.

New Software Developed

Harware Installation Complete

1.0

Requirements Complete
2.0

Testing Complete
3.0

Installation Compete
4.0

Procurement
1.1

Requirements Session
2.1

Test Plan Developed

3.1

Install Sched Developed

4.1

HDW Installation
1.2

Requirements Documented
2.2

Testing Conducted
3.2

HDW Validation Completed

4.2

HDW Testing
1.3

Requirements Analyzed
2.3

Test Results Documented

3.3

Software Installed
4.3

Requirements Approved
2.4

Atlanta
4.3.1

Los Angeles
4.3.2

Chicago
4.3.3

New York
4.3.4

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3. Develop The Responsibility Matrix

Purpose: The Responsibility Matrix is a matrix that contains the description of the
deliverables of the detailed WBS with each deliverables code of accounts (identifying
number) and the owner or person taking responsibility for managing that deliverable.
This matrix is used during the project execution and controlling phase to locate, track
and establish status for each deliverable. This matrix is used by the project
manager as well as the project team.
There are four basic responsibilities contained in the Responsibility Matrix.
Owner - It is not essential for the owners to do the actual work. They are
responsible for seeing that all the tasks are completed on time, within budget,
and meeting performance requirements. The owner may also create their
own responsibility matrix for their project team if they own many deliverables
and manage a sizable sub-team
Reviewer - This person is responsible for interim review of deliverables in
progress. Additionally, they may interface on issues affecting the quality,
cost, or timeliness of producing the deliverable. They also determine when
the deliverable is ready to proceed through the approval process
Approval This person, usually someone from the project sponsor has the
authority to approve the final deliverable and will most likely intervene in issue
resolution concerning that deliverable. This approval usually indicates
acceptance by the project sponsor that the deliverable meets the
requirements and quality standards set forth in the Project Charter.
Last Word Regardless of approval levels, most organizations have a senior
representative that can veto or overrule an approving authority. This type of
action usually occurs very seldom and is typically tied to a change of business
strategy. It is important, however, for the project manager to identify who this
person is and understand their role in the project.
The Responsibility Matrix enables the project team to understand the responsibility
structure for each deliverable in the project. Another purpose of the responsibility
matrix is to ensure that all deliverables are assigned which helps eliminate any
duplication of efforts. It creates accountability and ownership of the deliverables
assigned. Distribute a copy of this report to any person named on the Matrix and
resolve any conflicts that may arise. The Responsibility Matrix also helps to
establish that all functional areas are accounted for within the project.
4. Develop Communications Plan
Purpose: The Communication Plan is one of the supporting knowledge areas
needed for project success. It is often one of the areas that is most often neglected
or taken for granted by the project manager and project team. This part of the
planning phase is critical for implementing an infrastructure for tracking and
controlling the project during the entire project life cycle.

The purpose of the status meeting is to review

project progress, address any issues, and obtain
feedback from project team.

Attendees:

All Project Team members

Project Manager
SMEs (if applicable)

Agenda:

Start with accomplishments to date (milestones,

ahead of schedule, etc.)
Get status and progress from each team member.
Identify and address any issues and assign
responsibility for resolving.
Summarize the status meeting to ensure project
team has same understanding.

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Status Meeting
Location:

Conference Room suitable for the topics and

attendees. Do not schedule a room that is not
compatible to hold all attendees or one with no wall
space to post flip charts.

Limit:

One hour (may be longer or shorter depending on

the project). Start the meeting on time and follow
the agenda.

Meeting Minutes

The project manager should assign a team member

to take the minutes. This position may rotate. The
project manager will type the minutes from the
notes and distribute via e-mail within 48 hours of the
meeting.

The project manager will also conduct management review meetings with the
project owner. During the management review meetings, the owner will decide
to continue the project and/or make changes as necessary. These meetings will
provide the project team with continual awareness of changes in owner
requirements as well as regularly communicate the projects status to the owner.
They will also promote owner awareness of issues and constraints the project is
encountering. Bad news does not get better with age.
Management Review Meeting
Purpose:

The purpose of the management review meeting is

to review project progress, address any issues, and
obtain approval and go-ahead from the project
owner.

Attendees:

Project Manager
Project Owner

Agenda:

Project status
Outstanding issues
Completed milestones
Next expected milestone
Actual progress vs. baseline

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Management Review Meeting

Location:

Conference Room or Owners Office

Limit:

One hour (may be longer or shorter depending on

the project owners comments).

Meeting Minutes

The project manager should take notes during the

meeting. The project manager will type the minutes
from the notes and distribute via e-mail or memo
within 48 hours of the meeting.

Have the recorder enter each risk listed into a Risk Planning Spreadsheet
organized by attribute.
Each participant is given a printed copy of the spreadsheet and asked to rate
from 1 to 10 (1 low to 10 high) the probability of occurrence and the
consequence if the risk event occurs.
Collect the sheets and enter them into the spreadsheet so an average score
can be obtained for both the probability and consequence.
Plot each risk, based on the average probability and consequence on a graph
as follows:
10

B
D

Probability

1
1

Consequenc

Duration is defined as the total number of calendar days that it takes to

complete a task. For example, if the same two people spend 10 total hours
working on a task that they start on Monday and end on Friday, then the total
duration for that task is 5 days. Duration is affected by resource availability,
waiting time for deliveries, or other interruptions in the constant flow of work
hours to complete a task. Never assume that 8 work hours equates to 1
duration day.
Resource Requirements - The project team will determine what types of
resources are needed and how much of each one are needed to complete the
activities defined in the WBS. The duration of any task is usually influenced
by the amount of resources assigned to it.
Resource Capabilities - The duration of most projects will be influenced by
the quality of the resources assigned to them. Individuals who have worked
on several similar projects previously would generally be expected to
complete an assignment in less time than new personnel do with little
experience in project work.
Historical Information - Many tasks of a project may have been performed
before, either by the project team, other members of the organization, or by
outside entities for which information may be available. Some sources which
should be utilized are:
Project files: Previous project teams or project members may have
records that would help in estimating duration times for tasks in a new
project.
Commercial duration estimating databases: These databases may be
helpful in obtaining durations for tasks that are common to many different
applications, such as characteristics of different wall coverings.
Project team knowledge: Members of the project team may have been
involved in a similar project and may have direct experience with task
durations.
The deliverable owners in the Developing Tasks Worksheet should have
provided durations and effort estimates. Use this information to initially set up
the project estimates. Once all of the information is in Microsoft Project, the
project manager will be able to determine the overall accuracy of the information
provided.
d. Sequence Tasks
In order to develop a schedule for the project, a project manager must determine
the inter-task relationships. Determining the sequence in which the tasks must
be performed, identifying the number of tasks that can be underway at the same
time (called parallel paths), and identifying the dependencies is called Task
Sequencing. Task sequencing and inter-task relationships should be developed
during planning meetings with the team members responsible for each area of
work. There are generally three types of dependencies that are necessary inputs

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achieved and the owner and users will be satisfied. Developing specific,
measurable, and time-framed objectives will help create a quality plan that is
quantifiable.
Quality audits will be performed periodically throughout the project life cycle to verify
processes and procedures are in compliance. Quality must be incorporated into the
project processes. It is always easier to do it right the first time than have to rework
the process. Simply because a projects processes were adhered to does not
guarantee product compliance. However, the more detailed quality management
plan in place increases the likelihood of conformance.
Quality review meetings may be scheduled periodically to review and make
corrective adjustments to the project. The standard meeting agenda template
should be used and should include the following:
Checklist for Quality Review Meeting
Introduction

Complete known parts of a review summary form.

Make introduction.
Give overview of presentation

Review

Present material regarding quality status.

Respond to issues.
Record defects, suggestions, and questions.

Conclusion

Collect materials, notes, etc.

Agree on corrective actions.
Update review summary.
Review decisions
Set follow-up review date (if applicable)

Selection criteria There are generally three categories of selection criteria:

Management criteria With which vendor would there be the better
relationship and trust. Does this vendor have a good performance reputation
in their industry? Do they have a track record of successful technical
capabilities?, Are they financially stable? Can they handle the capacity? Is
their location acceptable? Do they have labor problems or managerial
concerns?
Technical criteria Here criteria needs to be developed to evaluate:
What each vendor is offering
How each source will deliver the product/service
Price criteria Is the price proposed reasonable and how does it compare
with the other responses.
c. Contract Administration
Many companies have standard formats to use for contracts. The project
managers role is to assist in drawing-up the contract to ensure that there is
some type of control included it its contents incentive and penalty clauses when
appropriate.
Contract Types
It is important to choose the best type of contract for the project. There are three
broad categories:
Unit price contracts
Fixed price or lump sum contracts
Cost reimbursable contracts
Unit price contracts The vendor is paid a preset amount (e.g. $80 per
hour for services or $3.12 per square yard for materials). The total reflects
the quantities needed to complete the project. This is also commonly
known as time and materials.
Fixed price or lump sum contracts There is a fixed total price for a well
define product. The risk is on the seller. There may be incentives or
penalties for early or late delivery. There are different types of fixed price
contracts:
Firm-fixed price (FFP) Vendor commits to amount and assumes the
risks, most appropriate for routine implementation projects with high seller
confidence
Economic price adjustment clauses usually based on factors beyond
the sellers control thus lessening the risk for seller.

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11. Obtain Communication Management Plan Approval

The project manager will meet with the project owner and review the communication
management plan to obtain owner approval.
12. Finalize Project Charter
During the Planning Phase of the project, the project manager will finalize the project
charter. An initial project charter was developed in the initiating phase during the
project team detailed planning meeting and work session. After the owner has
reviewed and agreed to the initial proposal and any scope changes are approved,
the project charter is finalized and the owners signature is obtained.
13. Conduct Management Review with Owner
The project manager will meet with the project owner to review the completed
project charter and project plans developed during the Planning Phase. The project
manager will follow the meeting guidelines described earlier when performing the
management review. The project owner must give the approval to proceed to the
Executing & Control Phase.
14. Develop Baselines
Once the project manager has obtained approval and the go ahead from the project
owner, the project manager will develop the baselines. A baseline is the basis for
determining how the project is progressing according to plan. The baseline is the
original schedule, budget, and project plans plus any owner approved changes.
Baselining allows all project stakeholders the opportunity to compare the actual
project data against the baseline to determine if the project is on track.

2.3. Project Execution and Control Phase

2.3.1. Purpose
It is said that Project Management is 20% planning and 80% tracking and control. The
project manager is like a lifeguard looking for someone to save. The project manager
must monitor the project team at all times, because even the best team member can
drown. Executing, monitoring and controlling project progress is important to detecting
issues, problems and solutions early enough to quickly get the project back on schedule
so the objectives are still met. While it is impossible to foresee and plan for every issue,
project managers can regulate work as the project progresses, and still deliver a
finished product that meets the objectives and requirements laid out in the initiation and
planning phases.
The emphasis of the Execution and Control Phase is to ensure that each deliverable
achieves the desired results, in the designated period, within the designated cost, and
using the specified allocated resources. To ensure the accomplishment of that goal,
continuous supervision of the project is required. The project manager must ensure that
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all the plans leading up to this phase are in place, current and can be implemented as
soon as the situation warrants.

2.3.2. Project Manager Role

The project manager is responsible for controlling the project. He or she implements
tracking and reporting processes, tracks the plan as it progresses and reschedules
when needed to keep the project on track. During this phase the project manager is
responsible for scope management. They will implement the change control process
and manage the change control log. It is during this phase that customer deliverables
are produced and the project manager is responsible for quality assurance and
deliverable signoff. In addition the project manager is also responsible for executing the
risk management plan and ensuring that risks have little or no unexpected impact on the
project.

Estimates-to-please vs. accurate estimates

Lack of deliverable owners
Schedule Indicators:
Arbitrary schedules
Inability to measure completeness
Vague objectives
Dependencies not defined
Inaccurate estimates
Mandated end dates
Tasks that are too large
Control Indicators:
Lack of processes (change control, issues management, etc.)
Team members cannot state project objective
Too many ad-hoc meetings
Lack of commitment from the staff
High turnover rate
Poor or no communicationslack of status reports
Communications breakdown with the owner
Personnel working on tasks that are different than tasks on the schedule
Project manager departs
Plan not baselined
Critically late tasks
Too much work remaining for the time frame of the deliverable
Schedule not up-to-date
Nasty e-mails sent back and forth
Project manager cannot give an accurate status of the project without
conducting some research
Deliverables not signed off
Heavy overtime
b. Causes of Project Failure
It is during the Opportunity Assessment & Initiation and Planning Phases of a
project that the foundation of project success takes place. Planning is the
foundation for all projects. Improper or lack of planning contributes more to
project failure than any other cause.

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Causes of project failure that occur during the initial phases of a project
include:
Lack of understanding of problem statement
Problem is a symptom
Objective is vague
Lack of proper scope
Missed deliverables
Lack of ownership for deliverable
No or poor risk assessment
Assumptions and constraints not fully understood
Accepting unachievable objectives
Over confidence
Lack of owner participation
Causes of project failure that occur later in the project include:
Poor project tracking or no project tracking
Out-of-date documentation
Schedule not updated
Lack of team member enthusiasm
Little or no testing
Lack of re-planning each week to bring schedules back on track
Lack of physical inspection of deliverables
Lack of project sponsor involvement
Status reports that contain mostly noise not substance
Processes are dumped
c. Random Reviews
Symptoms of project failure can be detected through the use of random project
reviews. These reviews are similar to those conducted at project completion. An
individual or organization outside of the project should conduct them. The
following steps provide an effective approach to an interim project review:
Collect and review project documentation
Interview team members
Interview the owner
Interview the project manager

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Facilitate a group discussion of the entire project team to identify successes,

failures, and recommendations for improvement.
Properly developed and managed project status reports can take the
temperature of the project and identify potential problem areas. These reports
should come directly from the project management office and assuming the
information at the project level is correct, they will provide an accurate picture of
the projects health.
d. Troubled Project Review Steps
This section outlines an effective approach in handling troubled projects. Of
course, since all projects are different, the approach may be varied based on the
circumstances for the project that is being addressed.
It is recommended that the individual assigned to correct a troubled project is
independent, i.e. from another organization. This will help eliminate politics that
may hinder corrections and improvements that might need to be made.
Addressing a Troubled Project
Interview the project manager

Determine status of the project by reviewing the

project schedule with them. Gain an
understanding of the project organizational
structure. Review the communication plan.
Assess the level of project management skill the
PM has.

Review project management

processes and implement
appropriate processes
immediately

Determine if processes are in place for change

control, communications, issues management,
supplier management, scheduling, time tracking,
meetings, and risk management. Implement
processes as appropriate.

Collect and review

documentation

This would include project charter, schedules,

meeting reports, requirements, correspondence,
etc.

Make information visible

Immediately start to put WBSs, up-to-date

schedules, and other pertinent project
information on walls so that it is visible.

Conduct Gap Analysis

Review the project charter and the project

schedule to determine if all deliverables are
accounted for in the schedule. Begin to develop
a charter if one is not available.

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Addressing a Troubled Project

Interview the owner

Verify the mission statement, scope statement,

and objectives from the charter with the owner.
Determine how effective communications have
been. Review their requirements with them.
Find out if they feel that their requirements are
being addressed. Identify improvements that
they may recommend.

Interview team members

Determine how much they know about the

projects mission, objectives, deliverables, and
strategic initiative supported. Review their work
plans to determine if they reflect the actual work
they are performing. Update project schedules
to reflect accurate estimates to completion.
Determine how much they understand of the
project management processes that have been
implemented.

Team session

Bring the team together to discuss how the

project might be improved and to identify issues.
Implement appropriate processes, such as
change control, issue management, and the
communication plan. Have the project manager
restate the project mission, scope, and
objectives.

Re-plan

Conduct a planning session that reviews the

identified deliverables and looks for gaps.
Before the meeting, construct a straw man
WBS on one of the meeting room walls and use
that as a starting point. Identify those
deliverables that have been completed. Reestimate the hours on the remaining
deliverables. Break out the group into teams
based on deliverable ownership. Have those
teams break their work packages into tasks,
assign resources, estimate durations, and
determine dependencies.

Conduct Risk Assessment

Conduct risk assessment at the high and low

levels.

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Addressing a Troubled Project

Consider crashing the
schedule

Determine resources required finishing the

remaining work. If the schedule is going to be
missed, consider temporarily adding resources
and/or overlapping dependencies to make the
scheduled dates.

Consider reducing the scope

of the project

Determine if any deliverable can be deferred to

a later project. Meet with the owner and
demonstrate the impacts on schedule, cost, and
quality. Have several alternative plans available
for review.

Streamline communications

Utilize exception reporting. Review meeting

management and streamline meetings if
possible.

Implement face-to-face
meetings with owner (if
appropriate)

Discourage e-mail in all situations when it is

important that team members and the PM see
the reaction of the owner or when e-mail has
been used to send hate mail.

Reduce the number of ad-hoc

meetings

Insure that ownership of deliverables is

understood that deliverable owners have the
correct tools, and up-dated schedules.

Consider a team building

exercise

Conducted by an outside organization, off-site.

Focus on identifying how team members depend
on each other and in improving communications.

Develop plan to recover

project

Create project schedule to pull the project back

on track.

Risk management plan

Create a risk management plan that includes

assessments throughout the remainder of the
project.

11. Complete the Phase Sign-off

Project Sponsors may require that large projects be broken down into phases or
very specific milestones. Where this exists, use the Phase Sign-off (Appendix B) to
gain complete approval and acceptance before proceeding to the next phase or
milestone.

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12. Conduct Interim Project Review with Owner

Periodically arrange a meeting with the project owner to review the project schedule
and other tracking documents and reports in detail is important to assure the project
is progressing according to plan.
Managing the expectations of the project sponsor is the most important activity that
a project manager can do. In most cases, bad news is better received in a timely
manner versus a surprise late in the process. Be honest and up-front with the
project sponsor. If the project sponsor wants to change the scope, demonstrate to
them the impact of the change through the scope change process and gain their
concurrence before proceeding. Saying yes is simple, but can have severe
implications to the project if the impact is no known before the agreement was made.
Many companies end up eating project costs because they agree to changes
without understanding the project impact.
As the project nears completion, all the loose ends will start to surface and the
project manager may be faced with presenting bad news concerning time, cost, or
quality. If project sponsor expectations have managed well throughout the life cycle
of the project, then closure for the project will be much easier.

2.4. Project Close-Out Phase

2.4.1. Purpose
During the Close-out Phase, all project activities are completed and all deliverables are
finalized. The project sponsor reviews the project and all testing is completed. Final
reviews and documentation are completed and the customer accepts the final project
deliverable. The activities of this phase also ensure that best practices are captured
and can be shared, and that continuous improvement on both team and personal levels
is practiced.

2.4.2. Project Manager Role

The project manager is responsible for archiving project documentation, obtaining
deliverable sign-off, assessing customer satisfaction, capturing lessons learned,
debriefing team members, and completing performance evaluations.

2.4.3. Inputs
Completed, up-to-date project schedules
All project documentation
Quality Checklists

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Phase Sign-offs, as appropriate

2.4.4. Outputs
Post Implementation Review
Performance Evaluations
Lessons Learned
Project Evaluation
Delivery of Final Documentation
Project Sign-Off
Customer Satisfaction Survey

Appendix A Glossary of Project Management Terms

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Appendix B - Basic Toolkit Forms and Templates

4. Appendix B - Basic Toolkit Forms and Templates

The following list of forms and templates comprise the Basic Toolkit and are required for
every project. Each form is located in this appendix.

4.1. Opportunity Assessment & Initiation Phase

Opportunity Summary
Pre-Sales Budget Worksheet
Opportunity Assessment Detail
Quality Assurance Template
High Level Work Breakdown Structure
Client Cost Benefit Analysis
Problem Identification
Proposal Checklist
Project Proposal Document
High Level Project Charter

4.1.1. Opportunity Assessment & Initiation Phase Tools

High Level WBS Process
High Level Risk Identification Process

4.2. Project Planning Phase

Communications Plan
Communications Matrix
Issue Log
Action Item Log
Documentation Matrix
Status Reports
Organization Chart
Project Team Directory
Project Charter
Resource Request Form

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Appendix B - Basic Toolkit Forms and Templates

Project WBS
Requirements Traceability Matrix
Responsibility Matrix
Risk Assessment Template
Risk Management Priorities
Project Notebook
Developing Task Worksheet
Project Schedule

4.2.1. Project Planning Phase Tools

Risk Assessment Process
Risk Management Guide

4.3. Project Execution and Control Phase

Current and Updated Project Schedule
Change Management
Quality Management
Phase Sign Off

4.4. Project Close-out Phase

Post Implementation Review Guide
Performance Evaluations
Lessons Learned
Project Evaluation
Delivery of Final Documentation
Project Sign-Off
Customer Satisfaction Survey

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