TABLE 3-13 Monitorin...

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TABLE 3-13 Monitoring and controlling processes and outputs
Knowledge Area
Monitoring and
Controlling Process Outputs
Project Integration
Management
Monitor and control project work
Change requests
Work performance reports
Project management plan updates
Project documents updates
Perform integrated change control
Approved change requests
Change log
Project management plan updates
Project documents updates
Project Scope Management
Validate scope Accepted deliverables
Change requests
Work performance information
Project documents updates
Control scope
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Project Time Management Control schedule Work performance information
Schedule forecasts
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Project Cost Management Control cost Work performance information
Cost forecasts
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Project Quality
Management
Control quality Quality control measurements
Validated changes
Validated deliverables
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates ( continued ) 115
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worked on tasks each Friday afternoon by 4 p.m. via the firm ’ senterprise-wideproject management software. They were using the enterprise version of Microsoft Project 2010, so they could easily update their task information via the Web. Erica worked with
Jessie to analyze the information, paying special attention to the critical path and earned value data. (See Chapter 6, Project Time Management, for more information on critical path analysis; Chapter 7, Project Cost Management, for a description of earned value management; and Appendix A for more information on using Project 2010 to help control projects.) Erica wanted to finish the project on time, even if it meant spending more money.
Joe agreed with that approach, and approved the additional funding Erica projected they would need based on the earned value projections and the need to make up a little time on critical tasks.
Joe again emphasized the importance of the new system paying for itself within a year.
Erica was confident that they could exceed the projected financial benefits, and she decided to begin capturing benefits as soon as the project team began testing the system.
When she was not working on this project, Erica was managing JWD Consulting ’ s Project
Management Office (PMO), and she could already see how the intranet site would help her staff save time and make their consultants more productive. One of her staff members wanted to move into the consulting group, and she believed the PMO could continue to provide its current services with one less person due to this new system — a benefit
Erica had not considered before. Several of the firm ’ s client contracts were based on
TABLE 3-13 Monitoring and controlling processes and outputs ( continued )
Knowledge Area
Monitoring and
Controlling Process Outputs
Project Communications
Management
Control communications Work performance information
Change requests
Project documents updates
Organizational process assets updates
Project Risk Management Control risks Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Project Procurement
Management
Control procurements Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Project Stakeholder
Management
Control stakeholder engagement
Work performance information
Change requests
Project documents updates
Organizational process assets updates
Source: PMBOK ®
Guide, Fifth Edition , 2012. 116
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performance and not hours billed, so she was excited to start measuring the value of the new intranet site to their consultants as well.
Project Closing
The closing process involves gaining stakeholder and customer acceptance of the final products and services and then bringing the project or project phase to an orderly end. It includes verifying that all of the deliverables are complete, and it often includes a final project report and presentation. Even though many IT projects are canceled before completion, it is still important to formally close any project and reflect on what can be learned to improve future projects. As philosopher George Santayana said, “ Those who cannot remember the past are condemned to repeat it. ”
TABLE 3-14 Sample weekly progress report
Project Name: Project Management Intranet Project
Team Member Name: Cindy Dawson, [email protected]
Date: August 5
Work completed this week: – Worked with Kevin to start the intranet site construction – Organized all the content files – Started developing a file naming scheme for content files – Continued work on “ Ask the Expert ” and User Requests features – Met with preferred supplier – Verified that their software would meet our needs – Discovered the need for some customization
Work to complete next week: – Continue work on intranet site construction – Prepare draft contract for preferred supplier – Develop new cost estimate for outsourced work
What ’ s going well and why:
The intranet site construction started well. The design was very clear and easy to follow. Kevin really knows what he ’ s doing.
What ’ s not going well and why:
It is difficult to decide how to organize the templates and examples. Need more input from senior consultants and clients.
Suggestions/Issues: – Hold a special meeting to decide how to organize the templates and examples on the intranet site. – Get some sample contracts and help in negotiating with the preferred supplier.
Project changes: I think we can stay on schedule, but it looks like we ’ ll need about $10,000 more for outsourcing. That ’ s doubling our budget in that area. © Cengage Learning 2014 117
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It is also important to plan for and execute a smooth transition of the project into the normal operations of the company. Most projects produce results that are integrated into the existing organizational str ucture. For example, JWD Consulting ’ sprojectman- agement intranet site project will require s taff to support the intranet site after it is operational. Erica included support costs of $40,000 per year for the projected three- year life of the new system. She also created a transition plan as part of the final report to provide for a smooth transition of the system into the firm ’ soperations.Theplan included a list of issues that had to be resolved before the firm could put the new intra- net site into production. For example, Michael Chen would not be available to work on the intranet site after the six-month project was complete, so the team had to know who would support the “ Ask the Expert ” feature and plan some time for Michael to work with that person.
Table 3-15 lists the knowledge areas, processes, and outputs of project closing based on the PMBOK ®
Guide, Fifth Edition . During the closing processes of any project, project team members must deliver the final product, service, or result of the project, and update organizational process assets, such as project files and a lessons-learned report. If project team members procured items during the project, they must formally complete or close out all contracts. Templates related to project closing are listed later in this chapter.
Erica and her team prepared a final report, final presentation, contract files, and lessons-learned report in closing the project. Erica reviewed the confidential, individual lessons-learned reports from each team member and wrote one summary lessons-learned report to include in the final documentation, part of which is provided in Table 3-16.
Notice the bulleted items in the fourth question, such as the importance of having a good kick-off meeting, working together to develop a team contract, using project management software, and communicating well with the project team and sponsor.
Erica also had Joe sign a client acceptance form, one of the sample templates on the new intranet site that the project team suggested all consultants use when closing their projects. (You can find this and other templates on the companion Web site for this text.)
Table 3-17 provides the table of contents for the final project report. The cover page included the project title, date, and team member names. Notice the inclusion of a transi- tion plan and a plan to analyze the benefits of the system each year in the final report.
Also, notice that the final report includes attachments for all the project management and product-related documents. Erica knew how important it was to provide good final documentation on projects. The project team produced a hard copy of the final
TABLE 3-15 Closing processes and output
Knowledge Area Closing Process Outputs
Project Integration
Management
Close project or phase
Final product, service, or result transition
Organizational process assets updates
Project Procurement
Management
Close procurements Closed procurements
Organizational process assets updates
Source: PMBOK ®
Guide, Fifth Edition , 2012. 118
Chapter 3
Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
TABLE 3-16 Lessons-learned report (abbreviated)
Project Name: JWD Consulting Project Management Intranet Site Project
Project Sponsor: Joe Fleming
Project Manager: Erica Bell
Project Dates: May 2 – November 4
Final Budget: $150,000 1.
Did the project meet scope, time, and cost goals?
We did meet scope and time goals, but we had to request an additional $10,000, which the sponsor did approve . 2.
What were the success criteria listed in the project scope statement?
Below is what we put in our project scope statement under project success criteria : “ Our goal is to complete this project within six months for no more than $140,000. The project sponsor, Joe Fleming, has emphasized the importance of the project paying for itself within one year after the intranet site is complete. To meet this financial goal, the intranet site must have strong user input. We must also develop a method for capturing the benefits while the intranet site is being developed and tested, and after it is rolled out. If the project takes a little longer to complete or costs a little more than planned, the firm will still view it as a success if it has a good payback and helps promote the firm ’ simageasanexcellent consulting organization. ” 3.
Reflect on whether you met the project success criteria.
As stated above, the sponsor was not too concerned about going over budget as long as the system would have a good payback period and help promote our firm ’ simage.Wehave already documented some financial and image benefits of the new intranet site. For example, we have decided that we can staff the PMO with one less person, resulting in substantial cost savings. We have also received excellent feedback from several of our clients about the new intranet site . 4.
In terms of managing the project, what were the main lessons your team learned from this project?
The main lessons we learned include the following : • Having a good project sponsor was instrumental to project success. We ran into a couple of difficult situations, and Joe was very creative in helping us solve problems . • Teamwork was essential. It really helped to take time for everyone to get to know each other at the kick-off meeting. It was also helpful to develop and follow a team contract . • Good planning paid off in execution. We spent a fair amount of time developing a good proj- ect charter, scope statement, WBS, schedules, and so on. Everyone worked together to develop these planning documents, and there was strong buy-in . • Project management software was very helpful throughout the project . 5. Describe one example of what went right on this project. 6. Describe one example of what went wrong on this project. 7. What will you do differently on the next project based on your experience working on this project? © Cengage Learning 2014 119
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documentation and an electronic copy to store on the new intranet site for other consul- tants to use as desired.
Erica also organized a project closure luncheon for the project team right after the final project presentation. She used the luncheon to share lessons learned and celebrate a job well done!
CASE STUDY 2: JWD CONSULTING ’ S PROJECT MANAGEMENT
INTRANET SITE PROJECT (AGILE APPROACH)
This section demonstrates a more agile approach to managing JWD Consulting ’ s project management intranet site project. Instead of repeating the sample documents shown in the first, more predictive case study, this section emphasizes the differences of using an
TABLE 3-17 Final project report table of contents 1. Project Objectives 2. Summary of Project Results 3. Original and Actual Start and End Dates 4. Original and Actual Budget 5. Project Assessment (Why did you do this project? What did you produce? Was the project a success? What went right and wrong on the project?) 6. Transition Plan 7. Annual Project Benefits Measurement Approach
Attachments : A. Project Management Documentation • Business case • Project charter • Team contract • Scope statement • WBS and WBS dictionary • Baseline and actual Gantt chart • List of prioritized risks • Milestone reports • Progress reports • Contract files • Lessons-learned reports • Final presentation • Client acceptance form B. Product-Related Documentation • Survey and results • Summary of user inputs • Intranet site content • Intranet site design documents • Test plans and reports • Intranet site promotion information • Intranet site roll-out information • Project benefits measurement information © Cengage Learning 2014 120
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