Project Manager's Guide

By Professor Martin Flank, PMP

The Project Manager’s Guide is an easy to read and use resource for both the novice and the experienced Project Manager. It presents Project Management concepts and theory along with their practical application. This book answers the question “Great I understand the theory and concept. Now how am I going to apply this to a real life project?” The Guide is designed so it can be used as a reference guide where each chapter is self-contained and focusing on a specific topic with the order of the chapters follows a logical progression of topics that builds on the previous one. This book can be read in sequence from chapter 1 to 30 or one can go directly to a particular chapter or topic. This Guide can be a resource used by Project Managers throughout their career.

• Language: English
• Publisher: Lulu Publishing Services
• Release date: Jun 18, 2015
• ISBN: 9781483427713

Book preview

Project Manager’s Guide

Professor Martin Flank, PMP

President ARC

Management Consulting

Corp.

Copyright © 2015 Martin Flank

All rights reserved. No part of this book may be reproduced, stored, or transmitted by any means—whether auditory, graphic, mechanical, or electronic—without written permission of both publisher and author, except in the case of brief excerpts used in critical articles and reviews. Unauthorized reproduction of any part of this work is illegal and is punishable by law.

ISBN: 978-1-4834-2770-6 (sc)

ISBN: 978-1-4834-2771-3 (e)

Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

Any people depicted in stock imagery provided by Thinkstock are models, and such images are being used for illustrative purposes only.

Certain stock imagery © Thinkstock.

Lulu Publishing Services rev. date: 6/12/2015

Contents

Dedication

1.0 Introduction

2.1 Basic Project Management Terminology & Concepts

2.1.1 Some Definitions

2.1.2 Projects vs. Operations

3.0. What is Project Management?

3.1 Project Management

3.2 What is a Project Manager?

3.3 What is a Project Stakeholder?

3.4 Project Team Members

3.5 Project Governance

3.6 Project Management Body of Knowledge (PMBOK)

3.7 Project Management Professional (PMP)

3.8 Project Management Office (PMO)

3.9 Program Management

3.10 Portfolio Management

4.0 Who Is a Project Manager?

Hexagon of Project Constraints

4.1 Overall Project Manager Responsibilities

4.2 In Depth Look at Project Manager Responsibilities

4.3 Project Manager Project Responsibilities - Planning

4.4 Project Manager Project Responsibilities - Scope

4.5 Project Manager Project Responsibilities - Time

4.6 Project Manager Project Responsibilities - Budget

4.7 Project Manager Project Responsibilities – Human Resources

4.8 Project Manager Project Responsibilities – Quality

4.9 Project Manager Project Responsibilities – Risk

4.10 Project Manager Project Responsibilities – Communication

4.11 Project Manager Project Responsibilities – Gate and Review Meetings

4.12 Project Manager Project Responsibilities – Governance

4.13 Project Manager Project Responsibilities – Vendor Management

5.0 Project Life Cycle

5.1 Common Project Life Cycle Methodology Framework

5.2 Project Life Cycle a Detailed Look

5.2.1 Project Life Cycle Phase Objectives

6.0 Project Life Cycle – Inception Phase Profile

6.1 Inception Phase Objectives

6.2 Inception Phase Major Tasks Performed:

6.3 Inception Phase Deliverables Produced:

6.4 Inception Phase Gate Meetings Preformed:

6.4.1 Kickoff Meeting

6.4.2 Inception Phase Gate Review Meeting

6.5 Inception Phase Task Details:

7.0 Project Life Cycle – Analysis Phase Profile

7.1 Analysis Phase Objectives

7.2 Analysis Phase Major Tasks Performed:

7.3 Analysis Phase Deliverables Produced:

7.4 Analysis Phase Gate Meetings Preformed:

7.5 Analysis Phase Task Details:

8.0 Project Life Cycle – Design Phase Profile

8.1 Design Phase Objectives

8.2 Design Phase Major Tasks Performed:

8.3 Design Phase Deliverables Produced:

8.4 Design Phase Gate Meetings Preformed:

8.5 Design Phase Task Details

9.0 Project Life Cycle – Build Phase Profile

9.1 Build Phase Objectives

9.2 Build Phase Major Tasks Performed:

9.3 Build Phase Deliverables Produced:

9.4 Build Phase Gates Meetings Preformed:

9.5 Build Phase Task Details:

10.0 Project Life Cycle – Validate Phase Profile

10.1 Validate Phase Objectives

10.2 Validate Phase Major Tasks Performed:

10.3 Validate Phase Deliverables Produced:

10.4 Validate Phase Gates Meeting Preformed:

10.5 Validate Phase Task Details:

11.0 Project Life Cycle – Deploy Phase Profile

11.1 Deploy Phase Objectives

11.2 Deploy Phase Major Tasks Performed:

11.3 Deploy Phase Deliverables Produced:

11.4 Deploy Phase Gate Meeting Preformed

11.5 Deploy Phase Task Details:

12.0 Project Life Cycle – Post Implementation Phase Profile

12.1 Post Implementation Phase Objectives

12.2 Post Implementation Phase Major Tasks Performed:

12.3 Post Implementation Phase Deliverables Produced:

12.4 Post Implementation Phase Meetings Preformed:

12.5 Post Implementation Phase Task Details:

13. Risk Management Control Process

13.1 What is a Risk?

13.2 Risk Strategies

13.3 Risk Terminology

13.4 Risk Management Control Process

13.5 Who Owns the Risk Management Control Process?

13.6 The Risk Management Control Process Components:

13.7 The Risk Management Control Process:

13.8 Risk Management Control Process Flow

13.9 Risk Management Control Process Project Participants Responsibilities

13.10 Risk Management Control Process Documentation

14. Issue Management Control Process

14.1 What is an Issue?

14.2 Issue Management Control Process

14.3 Who Owns the Issue Management Control Process?

14.4 The Issue Management Control Process Components

14.5 The Issue Management Control Process

14.6 The Issue Management Control Process Flow

14.7 Issue Management Control Process Participants and Responsibilities

14.8 The Issue Management Control Process Documentation

15. Change Management Control Process

15.1 What is Change Control?

15.2 What is Change Request?

15.3 What Can Cause a Change Request?

15.4 What is Change Control Management?

15.5 Who is Responsible for the Change Control Management Process?

15.6 The Change Control Management Process Components

15.7 The Change Control Management Process

15.8 The Change Control Management Process Flow

15.9 Project Change Control Management Process Participants and Responsibilities

15.10 Project Change Control Management Process Documentation

16. Relationship of Project Life Cycle Process to Support Processes

17. Project Life Cycle Relationship to Project Management Body of Knowledge (PMBOK)

17.1 Project Management Body of Knowledge (PMBOK)

18. Project Documentation

18.1 Project Documentation Overview

18.2 Project Documentation Overview Chart

19.0 Project Documentation Inception Phase

19.1 List of Inception Phase Documentation

19.2 Project Business Case - Inception Phase Documentation

19.3 Project Charter - Inception Phase Documentation

19.4 Project Scope - Inception Phase Documentation

19.5 Project Management Plan - Inception Phase Documentation

19.6 Project Resource Plan - Inception Phase Documentation

19.7 High Level Project Schedule - Inception Phase Documentation

19.8 Project Budget - Inception Phase Documentation

20.0 Project Documentation Analysis Phase

20.1 List of Analysis Phase Documentation

20.1 Business Requirements Document - Analysis Phase Documentation

20.2 Technology Requirements Document - Analysis Phase Documentation

20.3 Architecture Infrastructure Document - Analysis Phase Documentation

21.0 Project Documentation Design Phase

21.1 List of Design Phase Documentation

21.2 Business & Process Design Document - Design Phase Documentation

21.3 System Design Document - Design Phase Documentation

21.4 Architecture Application Design Document - Design Phase Documentation

21.5 Disaster Recovery Design Document - Design Phase Documentation

22.0 Project Documentation Build Phase

22.1 List of Build Phase Documentation

22.2 Project Test Plan Document - Build Phase Documentation

22.3 Project Test Scripts Document - Build Phase Documentation

23.0 Project Documentation Validate Phase

23.1 List of Validate Phase Documentation

23.2 Project Implementation Plan Document - Validate Phase Documentation

23.3 Training Documentation - Validate Phase Documentation

23.4 Project Deployment Plan – Validate Phase Documentation

23.5 User Documentation & Manuals - Validate Phase Documentation

23.6 User Help Desk Documentation - Validate Phase Documentation

23.7 Business Continuity Plan - Validate Phase Documentation

23.8 Disaster Recovery Plan - Validate Phase Documentation

23.9 Run Book Document - Validate Phase Documentation

24.0 Project Documentation Deploy and Post Implementation Phases

24.1 List of Deploy Phase Documentation

24.2 Stakeholder & User Project Acceptance Signoff Document - Deploy Phase Documentation

24.3 Application Performance & Monitoring Plan - Deploy Phase Documentation

24.4 List of Post Implementation Phase Documentation

24.5 Post-Implementation Evaluation Document - Post Implementation Phase Documentation

25.0 Project Manager Skills Profile

25.1 Project Manager Perspective

25.2 Project Manager Skills Inventory

25.3 Project Manager Skills Inventory – Knowledge

25.4 Project Manager Skills Inventory – Performance

25.5 Project Manager Skills Inventory – Personal

25.6 Project Manager Skills Inventory – Leadership

26. Project Manager Responsibilities by Project Phase

26.1 Project Manager Responsibilities - Inception Phase

26.2 Project Manager Responsibilities - Analysis Phase

26.3 Project Manager Responsibilities - Design Phase

26.4 Project Manager Responsibilities - Build Phase

26.5 Project Manager Responsibilities - Validate Phase

26.6 Project Manager Responsibilities - Deploy Phase

26.7 Project Manager Responsibilities – Post Implementation Phase

27. Project Meetings

27.1 Project Meetings - Introduction

27.2 Project Meetings – Project Manager Responsibilities

27.2.1 Project Meetings – Project Manager Administrative Responsibilities

27.2.2 Project Meetings – Project Manager Conducting Meeting Responsibilities

27.3 Project Meetings –Responsibilities that Can Be Assigned to Others

27.4 Types of Project Meetings

27.4.1 Project Meetings a Project Manager is Responsible for Managing and Administrating

27.4.2 Project Meetings – Support & Governance of Projects the Project Manager is Responsible for Attending and Representing the Project

28. Managing a Global Project

28.1 Managing a Global Project - Perspective:

28.2 What is a Global Project?

28.3 What Challenges Make Managing a Global Project Unique?

28.4 Project Manager Skills and Knowledge Required for Managing a Global Project

28.5 Global Projects - Challenges and Approaches

29. Managing Vendor/Outsourced Projects

29.1. Managing Vendor/Outsourced Projects - Perspective

29.2 Specific Business and/or Technology Professional to be Part of the Project

29.2.1 Relationship of Contracted Professionals to Project Manager

29.2.2 Benefits of Consultants to a Project

29.2.3 Challenges of Consultants to a Project

29.2.4 How a Project Manager Address Challenges of Consultants on a Project

29.2.5 How a Project Manager Selects a Consultants

29.3 Purchase a Software Product from a Vendor that May Require Enhancements

29.3.1 Benefits of Purchasing a Software Product from a Vendor that May Require Enhancements

29.3.2 Challenges of Purchasing a Software Product from a Vendor that May Require Enhancements

29.3.3 How a Project Manager Address Challenges of Purchasing a Software Product from a Vendor that May Require Enhancements

29.3.4 Process for Purchasing a Software Product from a Vendor that May Require Enhancements

29.4 Vendor Project Manager Running Your Project

30. Data Conversion Project

30.1 What is Data Conversion

30.2 Data Conversion Project Phases

30.3 Data Conversion Project – Analysis Phase

30.4 Data Conversion Project – Design Phase

30.5 Data Conversion Project – Build Phase

30.6 Data Conversion Project – Validate Phase

30.7 Data Conversion Project – Deploy Phase

31. System and Data Repository Retirement and Decommission Projects

31.1 Retirement and Decommission Explained

31.2 Retirement and Decommission Projects

31.3 Retirement Project

31.3.1 Objectives of Retirement Project

31.3.2 Retirement Project Tasks and Deliverables

31.4.1 Decommission Project Tasks and Deliverables

Appendix 1 – Iterative Project Life Cycle

Glossary

Bibliography

About the Author – Professor Martin Flank MBA, PMP

Dedication

To my loving wife Rowena whose love, courage, intellect and moral compass has always inspired me

To my grandchildren Andrew, Renee, Sara and David may they have full and happy lives and fulfill all their dreams

To my parents Ethel and Louis Flank who labored and sacrificed so that their son could get an education and have a profession

To my grandparents Efriam and Yetta Schiental, Abraham and Sara Flank who left their homeland to come to America so future generations may have a good life

To the men and women of the United States armed forces who since 1775 have served and sacrificed to defend this wonderful nation

1.0 Introduction

When I have been asked by my students and my project staff What makes a Project Manager successful and how does one become a successful Project Manager my answer is Project Managers are made, they are not born. The process of making a Project Manager is multi-dimensional whose objective is to attain competency in what I call the Project Manager Expertise Triangle

PMGuideBookJGEG1600dpicopy.jpg

The Project Manager Expertise Triangle defines the three components of expertise that a Project Manager must possess. I feel a Project Manager who even possess two of the three components of Project Manager Expertise will still encounter problems managing projects especially large and complex projects. Therefore, a Project Manager must possess the following three Project Manager Expertise

1. In depth knowledge of Project Management Standards and Concepts

2. Extensive hands on Project Management Experience which includes managing projects and knowing how to practically apply Project Management theory

3. Effective Leadership Skills

The purpose of this book is to provide an easy to read and use Project Manager Guide for both the novice and the experienced Project Manager that is based upon my Project Manager Expertise Triangle.

Generally Project Management books focus primarily on theory and concepts and then briefly discuss or omit entirely their practical application. From my own experience after I learned a Project Management concept or theory I then thought Great I understand this. Now how am I going to apply this? I believe that to be a true Project Manager Guide it is paramount to present both Project Management theory and its practical application. Therefore, I have presented throughout this book concepts and theory matched with their actual practical application. Theses practical applications are based upon my years of experience as a Project Manager.

I designed the book so it can be used as a reference guide having each chapter being self-contained and focusing on a specific topic. My hope is that this book will not only be read once and then put in the book case but, instead used by Project Managers throughout their career

The order of the chapters follows a logical progression of topics that builds on the previous one. Therefore, a reader can read the book in sequence from chapter 1 to 30 or go directly to a particular chapter or topic without having to read the entire book. To facilitate the presentation of topics so the reader can focus on the information presented, I have used tables, charts and lists to minimize verbiage throughout the book. Project Managers can use these tables, charts and lists to help them with their projects after modifying them to the specifics of their project.

Throughout the book you will see the following logo:

Point of Reference:

Here you will find additional important information pertaining to a preceding specific concept or topic.

The scope of this book includes the following topics:

1. Project Management standards, practices, concepts and processes

2. Project Life Cycle, each individual phase and its associated objectives, tasks, deliverables, documentation and meetings

3. Functions and responsibilities a Project Manager performs

4. Skills required for a Project Manager to be successful

5. Managing Global, Outsourced and Decommissioning Projects

My hope is that information presented in this book will help Project Mangers to better manage their projects and it will be a valued resource to them as they practice and advance in the profession.

2.1 Basic Project Management Terminology & Concepts

2.1.1 Some Definitions

Project

A project is a temporary endeavor undertaken to create a unique product, service or result. The components of this definition mean:

• Temporary - Projects have a definite beginning and end

• Unique - The service or product is different in some distinguishing way from other products and services

Progressive Elaboration

The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available

Operation

Perform repetitive ongoing activities with no beginning or end

Program

A group of projects, subprograms and program activities managed in a coordinated way to obtain benefits not available from managing them individually

Subproject

The result of dividing a project into 2 or more manageable components

2.1.2 Projects vs. Operations

To clearly distinguish between projects and operations, a project is:

• A temporary organization, with goals, charter and budget

• Catalyst for change

• Creates Unique product(s) or service(s)

• Composed of heterogeneous teams

• Has a defined start & end date

While Operations are:

• Semi-permanent charter, organization, goals

• Maintains status quo

• Standard product or service

• Homogeneous

• Ongoing

Process

A process is a systematic series of activities directed towards causing a result such that one or more inputs will be acted upon to create one or more outputs

A formal process is one that is:

• Defined

• Documented

• Repeatable

• Predictable

• Defines tasks, products and, deliverables

3.0. What is Project Management?

3.1 Project Management

Project Management is the application of knowledge, skills, tools and techniques of project activities to attain the project requirements. Project Management is a proven discipline used to deliver consistent, predictable, successful and repeatable results by:

• Defining the scope of the project

• Identifying milestones & deliverables

• Identifying tasks & monitoring the progress of the project

• Ensuring quality of deliverables

• Proactive identification and resolution of risks and issues

• Control of costs and resource utilization

It is the process that gets organizations from that would be nice or we need that to the realization of have it and most importantly it is up to expected quality and performance requirements

Project Management is a multi-dimensional discipline that requires one to simultaneously manage a project’s:

• Staff

• Budget

• Schedule

• Stakeholders

• Sponsors

• Products

• Deliverables

• Reporting

• Risk & Issue Management

3.2 What is a Project Manager?

According to the Project Management Body of Knowledge (PMBOK Guide, 5th edition 2013), A Project Manager is an individual responsible for managing a project. This is the individual that is solely responsible for managing a project’s:

• Staff

• Budget

• Schedule

• Stakeholders

• Sponsors

• Products

• Deliverables

• Reporting

• Risks and Issues

• Project changes

Point of Reference:

A Project Manager is a professional who knows that the Buck Stops Here. He/she is the individual that ultimately has full ownership for a project being successful or not. Finger pointing and throwing others in front of the bus are not what a Project Manager does.

3.3 What is a Project Stakeholder?

The Project Management Body of Knowledge (PMBOK Guide, 5th edition 2013), defines a Project Stakeholder as any individual(s) that exert influence over the project and its results. This includes individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of the project execution or project completion. Project Stakeholders can be either internal or external to an organization. The involvement of stakeholders in a project can vary from very active and participating in making project decisions, or just being kept informed on a high level of project decisions, health and performance.

Examples of Project Stakeholders include:

Customer (s) both internal and external to a company who:

• Determines the project deliverables (requirements)

• Provides funding

• Either represents or is the end user

Project Sponsor(s)

• Individual(s) in management who funds, approves and champions the project

Project Team

• Individuals that perform the required project tasks

Functional Managers

• Provides the labor force required to perform the project’s tasks

• May be asked to approve project plan

Others

• Customers

• End-users internal and external

• Vendors, suppliers subcontractors

• Government agencies/regulators

3.4 Project Team Members

Project team members are business and technical professionals that perform required project tasks. Some project team members participate for the entire length of the project while others participate at specific times during the project. Some team members only perform a specific function or provide a specific expertise to the project while others can perform multiple project functions. All Project team members report to the Project Manager however, generally this is only for the duration of the project. Some business and technical professionals report to the Project Manger only for the performance of specific project tasks. Thus, these business and technical professionals still report to their department managers. A Project Manager may sometimes administer performance evaluations that directly affect project team member’s salary and promotions or provide input to project team member’s manager.

Presented below is a table of project team members and some of the major project functions they perform:

3.5 Project Governance

Project Governance is process and procedures that are performed for the duration of the project to ensure that the project products and services are delivered on time, in budget within defined quality requirements. Governance can be performed by individuals such as the Project Sponsor or individuals who are part of an organization such as a Steering Committee or Project Management Office (PMO). They monitor the progress and performance of the project and make decisions that ensure the success of the project. A Project Manager must establish and maintain effective, timely and accurate communication of project events and decisions to all governance individuals and organizations.

Presented below is a table of individuals and organizations that perform project governance and some of the major governance functions they perform:

3.6 Project Management Body of Knowledge (PMBOK)

• Internationally recognized Project Management standard published and maintained by the Project Management Institute (PMI)

• It is written by a committee composed of Project Management Professionals (PMP)

• Provides guidelines for managing individual projects

• Defines Project Management concepts, methods, processes practices and tools

• Provides a common vocabulary within the Project Management profession for using and applying Project Management concepts.

• Current Project Management Body of Knowledge (PMBOK) is the 5th edition published in 2013

3.7 Project Management Professional (PMP)

• Project Management Professional (PMP) is a certification that is awarded by the Project Management Institute (PMI)

• It is a very important industry-recognized certification for project managers that is globally recognized

• To qualify for PMI’s Project Management Professional (PMP) credential a candidate must:

ο Pass PMI’s Project Management Professional (PMP) Exam

– AND EITHER -

ο A four-year degree (bachelor’s degree or the global equivalent) and at least three years of project management experience, with 4,500 hours leading and directing projects and 35 hours of project management education.

OR

ο A secondary degree (high school diploma, associate’s degree, or the global equivalent) with at least five years of project management experience, with 7,500 hours leading and directing projects and 35 hours of project management education.

3.8 Project Management Office (PMO)

• An organization or entity assigned various responsibilities related to the centralized and coordinated management of:

ο Projects under its domain

ο Benefit realized by sharing of resources, methodologies, tools and techniques and related high-level project management focus

ο Identifying, prioritizing, authorizing, managing, and controlling projects, and other related work to achieve strategic business objectives

ο Provides Governance:

▪ Project methodology standards

▪ Project Documentation

▪ Project Gates

▪ Reporting

• PMO’s roles and responsibilities in organizations can take many different forms ranging from authoritative to passive and a mix of both in the middle.

ο Authoritative

▪ Highly structure standardized project