Project management for small projects second edition

Project Management for Small Projects Second Edition Sandra F Rowe, PhD, PMP 8230 Leesburg Pike, Suite 800 Tysons Corner, VA 22182 (703) 790-9595 Fax: (703) 790-1371 www.managementconcepts.com Copyright © 2015 by Management Concepts, Inc All rights reserved No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by an information storage and retrieval system, without permission in writing from the publisher, except for brief quotations in review articles Printed in the United States of America Library of Congress Control Number: 2014954267 ISBN 978-1-56726-474-6 eISBN 978-1-56726-475-3 About the Author Sandra Rowe, PhD, PMP, MBA, MSCIS, has more than 25 years of project management experience Her responsibilities have included leading information technology and process improvement projects; developing project management processes, tools, and techniques; and designing, developing, and delivering project management training programs She has also taught graduate-level project management courses Dr Rowe speaks regularly at project management conferences on a variety of topics related to project management processes, project management for small projects, the project office, knowledge sharing, and lessons learned Dr Rowe is a member of PMI and received her PMP in 1995 Her educational background includes a doctor of philosophy in business with a specialization in project management, a bachelor of science in business, a master’s of business administration, and a master’s of science in computer and information systems To my mother, Minnie Rowe In memory of my aunts Celia Carruthers, Mary Johnson, and Ida Booker Contents Preface Acknowledgments Part Project Management Discipline Chapter Introduction to Project Management Project Overview What Is Project Management? The Value of Using Project Management on Small Projects Chapter Concerns for Small Projects Challenges for Small Projects Problems Resulting from Not Using Project Management Chapter Managing and Leading Small Projects The Difference Between Management and Leadership Managing Small Projects Leading Small Projects Managing and Leading a Project Managing and Leading Simple Projects Chapter Pre-Project Activities Statement of Work Project Request Part Project Management Process for Small Projects Chapter Process Overview Project Life Cycle Deliverables Project Management Process for Small Projects PALM Principle Chapter Initiating Initiating Process Summary Initiating Process Steps Project Charter Project Roles and Responsibilities INITIATION PROCESS GUIDE Chapter Planning for Small Projects Planning Process Summary Planning Process Steps PLANNING PROCESS GUIDE Chapter Planning for Simple Projects Planning Steps Step 1: Prepare for Planning Activities Step 2: Collect Requirements Step 3: Develop Scope Statement Step 4: Develop a WBS Step 5: Develop an Action Plan or To-Do List Step 6: Plan Project Communications PLANNING PROCESS GUIDE FOR SIMPLE PROTECTS Chapter Controlling Controlling Process Summary Controlling Process Activities Action Items CONTROLLING PROCESS GUIDE Chapter 10 Closing Closing Process Summary Closing Process Steps CLOSING PROCESS GUIDE Part Additional Discipline Chapter 11 Managing Multiple Small Projects Multiple Project Overview Small Project Portfolios Problems with Managing Multiple Projects SPM Multiple-Project Management Process Chapter 12 Projects as Part of a Program Project Activities and Collaboration Knowledge Sharing Chapter 13 Building Effective Teams Teams for a Small Project Team Charter Effective Team Meetings The Tuckman Model Facilitation Tools Chapter 14 The Power of One What Is the Power of One? Roles and Responsibilities Realizing the Power of One Time Management Chapter 15 Transitioning to Larger Projects Project Management Skills Leadership Skills People, Process, and Technology PROTECT MANAGEMENT KEYS FOR SUCCESS Glossary Index FIGURES Figure 1.1 Comparison of Projects and Operations Figure 4.1 Statement of Work Figure 4.2 Project Request Figure 5.1 Generic Project Life Cycle Figure 5.2 Small and Simple Project Management Process Figure 5.3 PALM Principle Figure 6.1 Project Charter Figure 6.2 Project Charter Lite Figure 7.1 Work Breakdown Structure Figure 7.2 WBS Outline Format Figure 7.3 Deliverable Task List Figure 7.4 Detailed Deliverable Task List Figure 7.5 Risk Register Figure 7.6 Probability Impact Risk Matrix Figure 7.7 Risk Responses Figure 7.8 Updated Risk Register Figure 7.9 Communications Matrix Figure 7.10 Responsibility Matrix Figure 8.1 WBS with Resources and Hours Figure 8.2 Action Plan Scalability The ability to alter the level of complexity of the project management process, the time spent in using the process, and the focus of the process to fit the needs of the project Simple Project A project that is small, straightforward, and short in duration and is completed by a team of three or fewer team members Simple projects are often called assignments Small and Simple Project Management (SPM) A methodology that includes processes and tools specifically designed for managing small and simple projects Small and Simple Project Management Process A logical grouping of project management processes designed specifically for use on small and simple projects The four project management phases are initiate, plan, control, and close Small and Simple Project Management Multiple-Project Management Process A logical grouping of project management processes designed specifically for use on multiple small projects Small Project Generally, a project that is short in duration, typically lasting less than six months; is part-time in effort hours; has 10 or fewer team members; involves a small number of skill areas; has a single objective and a solution that is readily achievable; has a narrowly defined scope and definition; affects a single business unit and has a single decision-maker; has access to project information and will not require automated solutions from external project sources; uses the project manager as the primary source for leadership and decision-making; has no political implications with respect to proceeding or not proceeding; produces straightforward deliverables with few interdependencies among skill areas; and costs less than $75,000 and has available funding Sponsor.* A person or group that provides resources and support for the project, program, or portfolio and is accountable for enabling success Stakeholder.* An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project Storming Stage The second stage of the Tuckman Model During the Storming stage the team is in conflict and team members are forced to address important issues Strawman A temporary document or item that is used as a starting point and is intended to be replaced when more information becomes available Team Building A planned process and activities designed to encourage effective working relationships among team members Team Charter A document that provides operating guidelines for the project team Tuckman Model A model developed by Bruce W Tuckman that identifies the distinct stages that small groups go through The first four stages—Forming, Storming, Norming, and Performing—were developed in 1965 The fifth stage, Adjourning, was added in 1977 Work Breakdown Structure (WBS).* A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables Notes Project Management Institute, A Guide to the Project Management Body of Knowledge, Fifth Edition, Project Management Institute, Inc., 2013 Copyright and all rights reserved Material from this publication has been reproduced with the permission of PMI Index A acceptance criteria, 39, 73 accountability, 29 action items, 133 action plans, 118–119 activities, 89, 124 activity sequence, 89 adjourning stage, Tuckman model, 182 affinity analysis, 184 agendas, 176–177 analogous estimating, 92 archives, project information, 147 assignments, treating as simple projects, assumptions, 39, 73–74 authority, 29 B best practices, bottom-up estimating, 92–93 brainstorming, 183 budget estimates, 92 business areas, 38 business information, 38 business needs, 38 C cE See three-point cost estimate challenges definition, 15 inexperienced project teams, 18–19 low prioritization, 18 planning, 15–18 process and tools, 20 project manager as subject matter expert, 19 project manager managing more than one project, 19 project manager with operational responsibilities, 19 character, 31 character traits, 31–34 closing process archiving project information, 147 checklist, 138 closing out project files, 139 conducting lessons learned, 140–144 evaluating projects, 139 guide, 148 keys for success, 147 leadership connection, 147 producing project closure reports, 144–146 project surveys, 140 steps, 137–138 summary, 137 closing process group, PMBOK® Guide, 51 cM See most likely cost estimate cO See optimistic cost estimate coaches, project managers as, 185 collaboration, 166–167 communications documents, 103–108 communications matrix, 104 project notebook, 107 responsibilities matrix, 105–106 stakeholder register, 103–104 consensus decision-making, 179 constraints, 73–74 controlling process action items, 133 activities, 124 controlling costs, 125 guide, 134–135 keys for success, 133 leadership connection, 133 managing issues, 128–129 managing scope changes, 131–132 preparing status reports, 125–127 reviewing and approving deliverables, 129–130 summary, 123 updating project schedule, 124–125 updating risk register, 129 costs, controlling, 125 cP See pessimistic cost estimate customers, 38, 66 D decision grid, 184 definitive estimates, 92 deliverables importance, 73 list, 82–86 reviewing and approving, 129–130 Small and Simple Project Management methodology, 48–49 desired completion date, 39 duration, 88–89 E effort, 87 estimates analogous, 92 bottom-up, 92–93 budget, 92 definitive, 92 effort and duration, 87–89 importance, 87 most likely cost, 93 optimistic cost, 93 parametric, 92 pessimistic cost, 93 preliminary funding, 39 three-point cost, 93 executing process group, PMBOK® Guide, 51 F failure, 21–22 followers, 30 forming stage, Tuckman model, 178–179 G Gantt charts, 90 gap analysis, 184 I identity, team, 179 initiating process guide, 68 identifying project stakeholders, 57 importance, 55 interviewing project sponsor and other stakeholders, 57–58 keys for success, 67 leadership connection, 67 obtaining approval from project sponsor to begin planning, 59 obtaining copies of pre-project documents, 56–57 project charter, 58–63 project charter lite, 63–64 project roles and responsibilities, 65–66 reviewing project charter with stakeholders, 58 summary, 55–56 initiating process group, PMBOK® Guide, 51 issues, 39, 128–129 K keys for success closing process, 147 controlling process, 133 initiating process, 67 large projects, transitioning to, 198–201 multiple-project management process, 163 overview, 198–201 planning for simple projects, 120 planning process, 109–110 power of one, 193 process overview, 198 teams, 185–186 knowledge sharing, 168–169 L large projects, transitioning to keys for success, 198–201 leadership skills, 197 people, 197 processes, 197 project management skills, 195–196 technology, 197 leadership connection closing process, 147 controlling process, 133 initiating process, 67 multiple-project management process, 163 planning for simple projects, 120 planning process, 109 teams, 185 leadership vs management, 23–24 leading small projects accountability, 29 authority, 29 character, 31 followers, 30 importance, 28 responsibility, 29 trust, 31 lessons learned, 140–144, 170–171 M management vs leadership, 23–24 managing multiple small projects overview, 151–153 problems, 155 small project portfolios, 153–155 managing small projects, 24–28 meetings affinity analysis, 184 agendas, 176–177 brainstorming, 183 decision grids, 184 gap analysis, 184 importance, 176 meeting minutes, 177–178 multi-voting, 183–184 productive, 182 roles and responsibilities, 177 teams, 176–178 milestone chart, 90 milestones, 89, 90 monitoring and controlling process group, PMBOK® Guide, 51 most likely cost estimate (cM), 93 most likely time estimate (tM), 87 multi-voting, 183–184 multiple-project management process consolidated project schedules, 161–162 developing single project plan for each project, 156–158 executing and controlling multi-project plan, 162 keys for success, 163 leadership connection, 163 multiple-project risks, 159–161 multiple-project summary, 158–159 work breakdown structure, 157 N norming stage, Tuckman model, 181 O objectives, 38 optimistic cost estimate (cO), 93 optimistic time estimate (tO), 87 P PALM principle (plan, analyze, lead, monitor, and control), 52–53, 191 parametric estimating, 92 performing stage, Tuckman model, 181 PERT See program evaluation and review technique pessimistic cost estimate (cP), 93 pessimistic time estimate (tP), 87 planning activities, 71, 116 planning for simple projects collecting requirements, 116 developing action plan, 118–119 developing scope statement, 117 developing work breakdown structure, 117–118 guide, 121–122 importance, 115 keys for success, 120 leadership connection, 120 planning project communications, 120 preparing for planning activities, 116 steps, 115–116 planning process collecting requirements, 72 developing a project budget, 91–93 developing a project schedule, 89–91 developing communications documents, 103–108 developing deliverable/task list, 82–86 developing scope statement, 72–74 developing work breakdown structure, 74–82 estimating effort and duration, 87–89 guide, 111–112 importance, 69 keys for success, 109–110 leadership connection, 109 preparing for planning activities, 71 risks, 93–102 summary, 69–70 PMBOK® Guide executing process group, 123 monitoring and controlling process group, 123 overview of projects, programs, and portfolios, 152–153 planning, 69 planning process broup, 51 portfolio management, 152 process groups, 51 program, 151–152 program management, 152 project, 151 project management, 152 project scope statement, 73–74 resolving conflict, 180 risk, 93 risk management planning, 94 team building, 173 work breakdown structure, 75 power of one assignments as projects, 190 challenges, 188 definition, 187 keys for success, 193 leaders, 189 PALM, 191 project managers, 188–189 realizing, 190 roles and responsibilities, 188–190 subject matter experts, 190 time management, 191–192 time robbers, 192 pre-project documents, 56–57 pre-project project request, 38–40 pre-project statement of work, 37–38, 40 predecessors, 89 preliminary funding estimates, 39 product scope description, 73 program evaluation and review technique (PERT), 87 project budgets, 91–93 project charter as basis for scope change, 63 example, 62 importance, 3, 59 lite, 63–64 preparing, 58 project charter approvals, 61 project description, 60 project information, 60–61 project roles and responsibilities, 60 reviewing with stakeholders, 58 supporting information, 61 project closure reports, 144–146 project communications, 120 project descriptions, 38, 60 project failure, 20–21 project files, closing out, 139 project information, 39 project management art and science of, 11 definition, 10–11 skills, 195–196 using on small projects, 11–13 project management plan, 107–108 project manager, 10–11, 21–22, 66, 185 project notebook, 107 project plan, 156–158 project request, 38–40 project requirements, 3, 57–58 project roles and responsibilities, 65–66 project schedules, 3, 89–91, 124–125, 161–162 project sponsors, 57–59, 59, 65 project stakeholders, 3, 57–58 project summary, 158–159 project survey, 140 projects characteristics, 4–5 compared to operations, 5–6 definition, projects as part of program activities and collaboration, 166–167 knowledge sharing, 168–169 lessons learned, 170–171 overview, 165–166 planning, 167–168 project control, 168 project manager mentoring, 169–170 team learning, 169 R requirements, 3, 72, 116 resolving conflicts, 180 responsibilities matrix, 105–106 responsibility, 29 risk acceptance, 99–100 analysis, 97 avoidance, 99 definition, 93 identification, 95 impact, 97–98 importance, 39 management plan, 94–95 mitigation, 99 multiple-project, 159–161 owner, 98 priority, 98 probability, 97 probability impact risk matrix, 99 project, register, 96, 102, 129 responses, 100 transfer, 99 roles and responsibilities, 65–66, 177 rough order of magnitude (ROM), 91 S schedules, 3, 89–91, 124–125, 161–162 scope, 38 scope changes, 131–132 scope statement, 72–74, 117 simple projects definition, 8–9 managing and leading, 35 treating assignments as, Small and Simple Project Management (SPM) methodology advantages, 45 closing process, 51 controlling process, 51 deliverables, 48–49 initiating process, 51 inputs, 50 outputs, 50 PALM principle, 52–53 planning process, 51 process, 49 project life cycle, 45–48 purpose, 45 repeatable processes, 49 techniques, 50 tools, 50 small projects characteristics, 7–8 definition, 6–7 examples, using project management, 11–13 SPM See Small and Simple Project Management methodology sponsor approval, 108 sponsors, 57–59, 65 spreadsheets, 90 stakeholder register, 103–104 stakeholders, 3, 57–58 statement of work, 37–38, 40 status reports, 125–127 storming stage, Tuckman model, 180 strategic objectives, 38 strawman, 71 successors, 89 T task lists, 82–86 tasks, 82 tE See three-point time estimate team learning, 169 teams charter, 174–175 consensus decision-making, 179 definition, 66 identity, 179 importance, 66, 173 keys for success, 185–186 leadership connection, 185 meetings, 176–178 resolving conflict, 180 small projects, 173–174 Tuckman model, 178–182 three-point cost estimate (cE), 93 three-point time estimate (tE), 87 tM See most likely time estimate tO See optimistic; optimistic time estimate tP See pessimistic; pessimistic time estimate trust, 31 Tuckman model adjourning stage, 182 forming stage, 178–179 importance, 178 norming stage, 181 performing stage, 181 storming stage, 180 W work breakdown structure (WBS) bottom-up approach, 76 definition, 75 develop, 117–118 guidelines for developing, 79–80 making planning session fun, 82 multiple-project management process, 157 outline, 80–81 planning process, 74 top-down approach, 75–79 using, 80 ... Chapter Concerns for Small Projects Challenges for Small Projects Problems Resulting from Not Using Project Management Chapter Managing and Leading Small Projects The Difference Between Management. .. book differentiates between small and simple projects Many of the best practices for small projects and simple projects are similar When small projects and simple projects require different approaches,... Multiple Small Projects Multiple Project Overview Small Project Portfolios Problems with Managing Multiple Projects SPM Multiple -Project Management Process Chapter 12 Projects as Part of a Program Project