Welcome to
Program Management
Module 12
Objectives
•Project Updates
•Project Sponsors
•Project Status Meeting
The following content was prepared by Dr. David McKenna and reproduced from Kerzner, H. (2017).
Project management: A systems approach to planning, scheduling, and controlling, Twelfth Edition,
John Wiley & Sons, Inc., Hoboken, New Jersey.
and Project Management Institute. (2017). A guide to the project management body of knowledge
(PMBOK guide). Newtown Square, Pa: Project Management Institute.
What is a Project Management
Office – 20 mins
Why do they exist?
What do they deliver?
Pad board your response and be prepared to present
What is a Project Management
Office – 20 mins
Project Updates
If you are waiting for your project team meeting work on your
PMO Case
Once you have completed your project team meeting you need
to prepare a status report for the VP meeting next class (you
have five minutes to present BUT you must have all of your
supporting documentation in case the VP starts asking
questions)
Send my all of your documentation before next class
Status Report
What do we track.?
• Scope is this “in” scope
• Time are we on schedule
• Cost are we on budget
• Quality (Requirements) does this meet the
specifications
Status
Status
Fast Tracking
• Fast tracking means that you look at activities that are
normally done in sequence and assign them instead
partially in parallel.
Crashing
• "Crashing" the schedule means to throw additional
resources to the critical path without necessarily getting
the highest level of efficiency
Rationale for Reducing Project
Duration
Reducing the time of a critical activity usually incurs
additional direct costs.
Reasons for imposed project duration dates:
• Time-to-market pressures
• Unforeseen delays
• Incentive contracts (bonuses for early completion)
• Imposed deadlines and contract commitments
• Overhead and public goodwill costs
• Pressure to move resources to other projects
Options for Accelerating Project
Completion
• Resources Not Constrained • Resources Constrained
– Adding resources – Fast-tracking
– Outsourcing project work – Reducing project scope
– Scheduling overtime – Compromise quality
– Establishing a core project
team
– Do it twice—fast and then
correctly
The Project (Critical Path)
Project Stakeholders
Identify Stakeholders
Power/Interest
Grid
Add this to
your PMP file
Power/Interest
Grid – 20 mins
Project Tacking
• Decide on the level of detail you are going to track
• Track by phases?
• You may track differently for different phases
• More detailed tracking for high risk sections of the
project
When to Baseline
• Once you have developed the project as fully as
possible
• Before you start entering actuals
Recording Actual Work
• View tab
• Data
group
• Tables
• Work
Recording Actual Work
• Task tab
• Schedule Update Tasks Dialog Box
• Mark on track
• Update tasks
Project Updates
• Using “50%” complete is a guess
• Keep an eye for front or back loaded tasks
• Good planning is the key
For Next Week
Kerzner Chapter 10
PMBOK Chapter 13
Assignment 5
In this assignment you will put into practice what we have learned in class on project Change &
Stakeholder management.
• In the middle of project execution, the project sponsor comes to see you and tells you that
the project needs to finish 2 weeks earlier than what you planned. You are to handle this
change request and assess the impact on the project.
Instructions
• For your chosen project:
1. Describe how such a request can impact on your project.
2. Re-work the project plan, specifying which schedule compression technique(s) you would use.
3. Describe and explain any impact on budget, communication, risk, procurement, and stakeholder
management.
4. Keep your answer to 1000 words, providing appendices to explain your reasoning.
Questions
