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Q: Got your stuff together


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Title: Q: Got your stuff together

(No Transcript)
  • Q Got your stuff together?
  • A Not quite!
  • There are common sense
  • ways to do better
  • ? ?
  • These proven disciplines put missions together,
    improve effectiveness. Thousands of industries,
    businesses service providers do it through,
    integrated project teams (IPTs)
    cross-functional teams that combine specialties.

Systems Engineering
Program Management


Situation Checklist!
  • Everyone Is Doing Projects Programs!
  • Few Have Taken Courses On Processes!
  • On-Job Learning Is Slow Painful!
  • Were Managed Until We Can Manage!
  • There are ways to get ahead!
  • Speed up advancement through short courses!
  • Leapfrog Barriers by re-discovering common
  • sense and PMSE ways to do things!
  • Experience PM and/or SE while applying
  • these ways to a project of your choice.

Circle PMSE Lessons You Want Initial Bite - 2
Hours Medium - 1 or 2 Days Intense -
3 or 4 Days
1.1. Guide to Project ManagementBody of
Knowledge (PMBOK)
  • Introduction Basic Definitions
  • Project Context
  • (life cycles)
  • PM Processes
  • Code of Ethics
  • Integration
  • Scope/Time/Cost
  • Quality
  • Risk
  • Human Resources
  • Procurement
  • Communications

Published by Project Management Institute,
1.1. Guide to Project ManagementBody of
Knowledge (PMBOK)
  • Published by PMI Stds Committee, Reps from
    Industry Interest Groups
  • IEEE (adopted for 400K)
  • ANSI (adopted for Std.)
  • ISO - 9000 (adopted as global standard)
  • More, ...
  • Introduction Basic Definitions
  • Project Context
  • (life cycles)
  • PM Processes
  • Code of Ethics
  • Integration
  • Scope/Time/Cost
  • Quality
  • Risk
  • Human Resources
  • Procurement
  • Communications

Published by Project Management Institute,
1.2. Guide to PMBOK (PM Body of

  • Introduction to Profession - Defines the PM
    discipline and shows how to balance the multiple
    constraint issues of outcomes, work/scope, cost
    and time with other project imperatives such as,
    communications, human resources, risk, quality
    and stakeholder satisfaction. Participants will
    develop a scope statement, a portion of a work
    breakdown structure (WBS), a network logic
    diagram, and assign work packages. Short
    lectures will be followed by a hands-on exercises
    that is thoroughly debriefed. The outcome for
    each participant will be the ability to write an
    effective scope statement, construct a WBS,
    develop resource estimates, schedule both
    activities and resources, calculate critical
    path, measure progress accurately and manage
    project implementation. Also prepares candidates
    for the Project Management Professional
    certification examination based upon the Guide
    to PMBOK. PM processes are brought to life in
    dynamic fashion that relieves concern, educates
    and entertains. Participants will receive a copy
    of the Guide to PMBOK and a Sample Examination.
    (Covers All Chapters of PMBOK)
  • Facilitating PMBOK for Teams - Intended for those
    recently promoted to project management positions
    and technical professionals who desire
    advancement to positions as project managers. You
    want a formula for consistently building highly
    committed project teams? You already know that a
    highly committed team will deliver amazing
    results and make your job easier and more fun!
    Attend this hands-on course to learn the formula
    for facilitating (not leading) your project team
    in creating their project plan. Designed to
    extend skills for experienced as well as new
    project managers, team leaders, and those wanting
    to expand their facilitation of people skills.
    Participants learn real-life skills through
    hands-on practice, in addition to lectures
    explaining each skill, knowledge area.
    Participants will be able to distinguish between
    management, leadership and facilitation define
    roles, responsibilities and typical behaviors of
    a facilitator structure a facilitated project
    planning session designed to build commitment
    set the stage for a project kick-off session
    deal with common problems and facilitator

2.1. PM Scope/Time/Cost (Integrated)
  • Written Statement of Work (SOW)
  • Work Breakdown Structure (WBS)
  • Work Packages Definition with Estimates Budgets
  • Task Duration Estimates
  • (Best, Likely, Worst)
  • Activity Sequences Concurrency
  • Critical Paths Chains
  • Cost Estimates, Pricing Fees
  • Inflation Escalation
  • Commitments, Obligations Expenditures
  • Baselines, Due Dates Thresholds
  • Change Control
  • It is academic to consider scope, time or cost
    individually. To really manage a project they
    must be integrated, they are the project triple
    constraint (scope, cost time). Course par-
    ticipants will be able to define and create
    measurable project requirements, definitions
    documents, comprehensive work breakdown
    structures (WBS), prepare integrated logic
    network with supporting bar charts and
    milestones. Status planning documents and
    analyses will be compared to actual conditions,
    meaningful trends and projected outcomes, and
    corrective action plans. Earned value concepts
    will be used to assure total integration.
    Appropriate for all technical disciplines, new
    product development, government, non-traditional
    projects, i.e. Work breakdown structures (WBS)
    and work packages will be defined and build upon,
    budgets, schedules, networks of activities
    trends proven essential as for patterns of
    success PM control systems will be studied.

2.2. PM Scope (Range or Extent)
  • Statement of Work (SOW)
  • Work Breakdown Structure (WBS)
  • Subdivide by Major Deliverables
  • Smaller Manageable Tasks
  • Work Packages Dictionary
  • With Budgets Schedules
  • Plans/Specifications Require-ments to be Verified
    for Formal Acceptance
  • Baselines Change Control
  • Roles Responsibilities
  • Competencies Skills
  • The Scope of an undertaking, commitment, or task
    lays the foundation for success or failure, if it
    is not comprehensive. A written statement of
    work will be developed for a project of the
    students choice. The nature and amount of effort
    must be sized to fit the expectations of buyer
    and seller. The concept of the work breakdown
    structure (WBS) will be extended to the
    definition and relationship of the effort to the
    deliverables. The understanding of the agreement
    can be enhanced through the development of work
    package dictionaries. Those in turn enhance the
    estimates of time and cost for the performance of
    the effort. Scope statements that extend to
    plans for specialty effort, resources, and
    specifications for deliverables become the
    baselines for the negotiation of change and the
    measurement progress and status. It is wise to
    include the description of unique skills and
    competencies needed to complete the project
    successfully. Commitment for the services of
    seasoned professions should be stated if

WBS (Work Breakdown Structure)
Operations Support Design
WBS (Work Breakdown Structure)
Deliverables Specs, Drwgs Plans,
Sched/Seq /Benefits, Etc.
Operations Support Des./Plan
Designs Plans
Design Plans
2.2. PM Time - Schedules
  • Task Duration Estimates
  • (Best, Most Likely, Worst)
  • Activity Sequences Concurrency
  • Critical Paths
  • Critical Chains
  • Baselines
  • Thresholds
  • Deliveries Completion
  • Lead times Slack
  • Visibility
  • Project schedules as the conversion of tasks to
    activities on a Gantt Chart or Network Diagram
    facilitate planning and controlling. Definitions
    of activities though work breakdown structure and
    work packages will be explored through examples
    and exercises that address the students own
    projects. Activity sequencing concurrency will
    be dealt with in terms of lead time, slack, and
    re-planing to recover schedules that have
    slipped. Activity duration estimating will be
    treated in terms of the optimistic, most likely,
    and pessimistic estimating and planning.
    Suggestions will be explored for schedule
    development to minimize the problems of overly
    optimistic or pessimistic plans. The influence
    of scope and configuration changes will be dealt
    with in terms of timing and contingency activity
    that may be considered to minimize impact upon
    critical milestones, items, and deliverables.
    Work around, resource additions, and stretch-out
    alternatives will be explored. Constraints that
    can be defined in the bidding and planning stages
    will be considered. Constraints omitted in the
    planning, bid/proposal, and negotiation stages
    will be discussed as lessons to be accounted for
    in future projects. Prerequisite dependencies to
    the activities of suppliers and partners to
    success will be treated. The academic lesson of
    the term paper curve will be used to emphasize
    the importance of limited length work packages, 2
    to 5 weeks, is a common span.

Master Schedule Flow Down in MS Project
2.3. PM Costs Budgets -
  • Estimate Costs Alloca- tion via Budgets
  • Determine Sources
  • Analyze Negotiate Costs, Prices Fees
  • Handle Uses -
  • Inflation/Escalation
  • Commitments/Plans
  • Obligations/Contracts
  • Expenditures
  • Payments
  • Receipts
  • Project cost estimates and conversion to budget
    allocation for project activities will be
    emphasized as important factors to facilitate
    planning and controlling. Definitions of
    activities though work breakdown structure and
    work packages foundation for estimates will be
    explored through examples and exercises that
    address the students own projects. Source and
    use of funding and the schedules for degrees of
    commitment will be treated. Re-planing to
    reduce scope to stay within budget will be done.
    Earned value methods for estimating cost to
    complete will be treated in terms of the
    continual calculation and ways to supplement the
    target budget when financial shortfalls are
    predicted. Suggestions will be explored for
    schedule manipulation to minimize the impact of
    financial shortfalls. The development and use of
    management reserves will be explored. This
    method of holding back commitment of some money,
    often 10 - 15 to cover contingencies will be
    covered. Changes in scope, schedule, and
    deliverable product configurations will be dealt
    with in terms of formal change proposals and
    negotiations to scope, or trade-off deliverables,
    as ways to continue a project of different scope
    than the one initially planned. Work around,
    resource additions, and stretch-out alternatives
    are explored. Constraints omitted in the
    planning, bid/proposal, and negotiation stages
    will be discussed as lessons to be accounted for
    in future projects.

Budget (Needs/Allocations)
6. Quality for PM
  • Policy - Overall Intentions Direction
  • Product or Service Description Specification
  • Planning
  • Relevant Standards Choose
  • How to Satisfy Them
  • Assurance -
  • Evaluate Performance Regularly
  • Provide Proof Confidence
  • Control -
  • Monitor Specific Performance
  • Take Action to Correct Shortfalls
  • Designed for the practitioner and team
    leaders/supervisors to facilitate the
    understanding of quality concepts, principles and
    practices when operating in a continuos quality
    improvement environment. Covers the statistical
    basis for decision making and statistical tool
    use. Course is designed to give participants a
    comprehensive understanding of the tools.
    Teaches team work in a quality program and the
    benefits of separating maintenance and operations
    meetings. Philosophies of Total Quality
    Management, implementations, strategies
    shortfalls will be reviewed. Methods covered
    include emphasis on supplier capabilities,
    products and services, that fulfill customer
    needs and requirements SPC (Stistical Process
    Contro., the ISO - 9000 series, Seven Tools, Six
    Passwords to TQC, Kaizen Continuous Improvement,
    Quality Improvement Teams, .... European
    Malcolm Baldridge Quality Award criteria,
    Planning for Quality, .. Customer satisfaction,
    internal external, contract obligations,
    standards, regulations, tools techniques (such
    as failure mode and effect, fault tree,
    benefit/cost, cost effectiveness, cause and
    effect, correction of defects, and benchmarking
    will be treated.

6. PM Risks Opportunities
  • Risks - Chance Degree of Probability of Loss,
    Damage, Hazard or Injury
  • Opportunities - Combination of Circumstances
    Favorable for Purpose Success
  • Identify Analyze Likely, Character Effects
  • Technical - State of Art, Innovative, Leading
  • Schedule - Most Likely, Pessimistic, Optimistic
  • Cost - Unknowns, Stretch-Out, Work-Around
  • Mitigation - Manage to Targets
  • Risk management, manner for handling,
    controlling, directing, quantifying, evaluating
    that could effectiveness for achieving outcomes
    through control and response. Presented in a
    format that gives an opportunity to work through
    the challenges of risk management through the
    concepts outlined in A Guide to PMBOK on students
    own projects. Uses structured tools (including
    WBS) in ways, participants are able to understand
    the integrated nature of evaluating and
    mitigating risk in the turmoil of project
    planning, development and implementation. Blends
    lecture, facilitates in form of practicum.
    Designed for project managers and lead team
    members responsible for evaluating project risk
    and developing implementation strategies to deal
    with that risk. Types of risk will be defined
    and risk management cases will be experienced.
    Includes methods for gathering data, making
    decisions under uncertainty through checklists,
    brainstorming, Crawford Slip Method, Nominal
    Group Technique, multi-attribute utility
    analysis, decision trees, analytic hierarchy
    process, net present value, life cycle cost,
    precedence diagrams,

7. Human Resources for PM
  • Define Roles Responsibilities
  • Acquire Skills Competencies
  • Organize - Orient to Functions, Matrix, /or
  • Develop Team
  • Train Continue Education
  • Appraisal Performance
  • Promotion and Reassign
  • Influence
  • To Vision Mission
  • With/Without/Authority
  • Lead/Facilitate

Human Resources Departments and specialists
usually will not have a regular member on project
teams or Cross-Functional Project Teams (CFPTs)
unless the undertaking is a very large program of
projects with many people. PMs will usually
need to solicit HR assistance in staffing,
training, education, ratings, promotions and
reassignment matters. If a rapport is
established with HR, they can be persuaded to be
on call to arrange for the kinds of skills,
competencies, training that are judged essential
to project operations and mission achievement.
The PMs, or their designated representative, as
the leaders of project teams, will be expected to
need a broad range of HR help to prepare new
people for the integrative roles of project
service. Participation on project teams usually
brings participants to much broader appreciatioin
for the concepts of operations and supports than
are found in functional departments were most
begin their careers. Those newly converted to PM
duties, from specialist status, need mentors and
team collaboration to sharpen their competenies
to breadth of project team demands. Functional
departments or HR will need to arrange for, or
provide training for the integrating of their
discipline with the other contributing
disciplines. Cross-functional and
program/project operations involve the
integration of all the disciplines. This
contrasts to the discipline unique training
historically provided to people in functional
departments that do not have project type
responsibilities. Those departments normally
planned and arranged for discipline unique skills
training without much thought toward project
8. PM Procurement
  • Solicitation - RFP, RFQ, Requirements Sources
  • Proposals, Bids, Quotes, Offers
  • Standards, Criteria Evaluation
  • Negotiation, Selection Award
  • Contract -
  • Letter
  • Definitive
  • Administration
  • Changes Close-Out
  • Deficiencies Disputes
  • Warranties Retrofits

9. PM Communications
  • Many project managers begin as technical experts.
    Transition from technical expert to project
    manager requires the evolution from doer to
    coordinator of certain project tasks to ensure
    project profitability growth and development of
    project team members, and the appropriate project
    solution for the client. Will focuses on the
    vital skills involved in the transition to PM.
  • For any project manager interested in acquiring
    new skills around keeping tasks where they
    rightfully belong and getting work done through
    others on the project team over whom the project
    manager may not have direct control.
  • will teach the arts of influencing project
    contributors and clients even without directive
    authority over their efforts. Recommended for
    all students of the profession who must rely upon
    the good will contributions of those whose
    livelihood does not depend upon the chains of
    command and the authority to lines of control.
    These perspectives will be added to the various
    skill sets that PMs must possess to succeed.
    Proven procedures for planning, conducting and
    those activities will be shared and facilitated.
    Action learning exercises will involve
    participants in the practice and observation of
    powerful of techniques for immediate use.
  • Assess selves as delegator, increase awareness of
    key delegation communication skills, learn
    important ingredients in the delegation process,
    practice delegation skills, and integrate
    awareness of how easy it is to pick that dont
    rightfully belong to you.
  • Planning - Who Needs What, When How
  • Distribution - Right Content Timing
  • Reporting Performance -
  • Progress Measurement Variance Observation
  • Viewing Status Replanning for Performance
  • Baselines References, Audit Contract Records
  • Phases, Gates, Completion, Closure

10. Systems Engineering (SE)
  • Project Management (PM) and Systems Engineering
    (SE) are highly synergistic. Experienced PMs
    have learned that success or failure of
    technically complex development, production and
    support programs is directly related to the
    quality of the systems engineering performed.
    This seminar emphasizes the communication of
    roles, benefits, methods and purposes of SE and
    the intrinsic commonality it has with project
    management. Project managers involved in the
    development of technically complex systems or
    products from aerospace, auto- motive,
    construction, defense, electronics, information
    systems, utility, petrochemical .... industries.
    Learning outcomes include recognizing needs,
    converting to requirements, and planning design,
    development and production/construction efforts
    to achieve technical objectives. Assures
    defining scope of technically complex development
    more precisely, creation of proper product
    oriented work breakdown structures (WBS),
    achievable development schedule and realistic
    cost estimates, more accurate technical risk
    assessment, progress and control changes to the
    scope of customer requirements, validation of
    product design and performance through testing
    and customer acceptance, ... Critical success
    factors covered providing a proper foundation
    of preparation, defining and reaching the right
    technical solutions, controlling the growth of
    requirements, and understanding the real status
    of projects and their progress. Methods that
    encompass all technical and scientific
    disciplines that unify perspective to make hybrid
    systems of today possible (integrate mechanical,
    electrical, computer, logistical, manufacturing
    and human factor).
  • .

Internationl Council of Systems Engineering,
11. SE Conceive Operations
  • Identifying and keeping track of the
    interdependencies among industries, systems, and
    contributing specialties is one of the major
    challenges of SE. The following visual shows the
    Top Down perspective essential to effective
    intregration within classes of Industry
    Families, Facilities, Functions Processes, and
  • Start Your SE Project Right
  • One of the more illusive aspects of systems
    engineering is the need to begin from the
    perspective of general systems theory rather than
    from the specialty we studied in college or of
    thedepartment we now serve. Structured analysis
    techniques enable multiple contributing
    disciplines to converge to the essential tasks,
    controls, means, inputs and outputs. The highly
    effective IDEF (ICAM Definition) modeling method
    will be used to properly identify, define and
    handle the activities and resources for complex
    projects. The IDEF0 method brings the
    essentials into clear focus a fundamental and
    practical way. Participants will receive copies
    of broadly shared teaching notes and work through
    exercises for their own projects. Specific
    references include Structured Analysis and
    Systems Specification by Tom DeMarco and US Air
    Force Integrated Computer Aided Manufacturing
    (ICAM) publications. These and other proven
    methods for defining and accomplishing project
    work are put in crisp, logical form as the
    planning foundation for controlled and proper

12. SE Allocate Requirements
  • Preliminary Design
  • The continental divide between conceptual
    thinking and built to design thinking is the
    allocation of requirements identified in
    conceptual design as operating and support
    concepts and the functions/performance essential
    to the fulfilling of system needs. The overall
    requirements of the system are the top level for
    top down progression. Those requirements must be
    identified and packaged, where similar and
    logically connected, selectively to the next
    lower level of decomposition/assembly. This
    allocation brings the overall requirements to the
    level that may be addressed with the specific
    tools of detailed design. Those will later be
    proven through demonstartion and test before
    committing to production and operational support.
    It may be necessary to retrace similar thinking
    as systems age but still have usefulness that can
    be enhanced by upgrades. Such modernizations and
    re-engineering must have the bounds of needs that
    dictate requirements, that dictate detailed
    design, verification, and commitment to
    production and support.

13. SE Design of Products
  • Design Products Concurrency
  • Many products involve the selection and build up
    of off- the- shelf bits and pieces with newly
    designed or modified segments. The focused
    design tool kits have sections or drawers for
    mechanical, electrical, boards/chassis/frames,
    enclosures, software, interfaces for test and
  • The time to market constraints of global
    competition dictates that various degrees of
    concurrent designs at the detailed level
    (materials, dimensioned tolerances, signals,
    logic, environments (natural and induced),
    finishes, etc. That means that the ancient
    practice of using decision gates between major
    phases of design have come under attack. Long
    ago conceptual design, preliminary design, were
    completed before beginning detailed design. The
    horizon for complex products extended the
    delivery of production capability to the point
    that may became non-competitive for schedules
    even if they hard competitive designs. The way
    to compete in terms of design features and
    schedule became do the detail designs in parallel
    with a high degree of coordination. This became
    and is a compounding factor of difficulty that
    must be handled. Cases are used to illustrate
    and think through.

14. SE Design Develop Processes
  • Design and Development of Processes
  • The thinking through and optimization of the
    operational processes that make products, service
    customers and products, deliver transportation
    and communications services are usually being
    updated or modernized. These systems in
    manufacturing, information, healthcare, and
    service industries have the feel of trial and
    error. The totally automated factory is a rare
    thing. The vast majority of service facilities
    evolve over times. In manufacturing and
    healthcare, new devices for steps of service are
    installed in series with older devices. The
    theory of constraints became a major criteria for
    the designer to account for. The real pacing
    steps in processes are often hidden and have to
    be found an dealt with as they interact with
    other system elements. Recognizing those
    attributes of process design are vital to the
    selection of optimization tools and wise use of
    capital. The precision of natural science and
    the ambiguity of organizational and economic
    systems make these challenges interesting.
    Cases, real and hypothetical, are used to
    facilitate the thinking through and learning of
    advanced process design techniques.

Engineering Delivers Precision
System Segment
Equipment Power
Operating Concept
Material Handling
Space Layout
Support Concept
Info Control
Info Control
Materials Forming
Inputs Outputs
Human Factors
Interfaces "-ilities"
Big - - - - - - - - - - - - - - - - - - - - -
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Help Is available Contact Elvin Isgrig

IS - Integrated Systems Services Support
- Teaches facilitates PM SE for immediate use
in your work and service commitments. These
integrative disciplines bring structure to all
specialties (formal or informal) for every
industry, business, service provider. Desired
results are put in the spotlight with fine tuned
plans work, resources, schedules,
communications to make them happen.
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