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 STATUS 2011 2012 2013 2014 2015
SUCCESSFU
29% 27% 31% 28% 29%
L
CHALLENG
49% 56% 50% 55% 52%
ED
Standish Group 2015 Chaos
FAILED Report – The Modern
22% 17%Resolution (OnTime,
19%OnBudget with 17%
a satisfactory result) 19%
of all
software projects (over 10,000) from FY2011 to FY2015
https://www.infoq.com/articles/standish-chaos-2015/

IT Projects:
 More 50% are delivered over budget
 50% failed to meet objectives
 30% are cancelled prior to completion
(Gardner, 2001)

o 70% of successful will have certified project managers

o 80% of failed will not have certified professionals
 Poor Unrealistic
Teamwor Timeline
k & Scope Creep

Poor
Communicatio
Poor Leadership n

Insufficien
t Skills
 Skill / Attribute Key Success Factor
• Knowledge and experience in the business of the organization
Experience • Position and level of the Project Manager
• Experience in planning and execution
• Understand the element of service
Technical • Ability to identify variations
• Ability to appraise performance of service delivery
• Experience/training in project management
• People management (project team, stakeholders, client, etc.)
Management
• Financial / cost management (budgeting, costing, asset management)
• Accountability framework
• Ability to articulate and present information clearly / accurately
• Facilitation
Communication
• Conflict resolution
• Networking
• Interpersonal
Personal • Flexibility
• Respect (earns / maintains)
Starting the Organizing Carrying Out Ending the
Project & the Work Project
Preparing

Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

Ten (10) Knowledge Areas

 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

- Monitor and
Control Project
Develop
Direct and Work
Develop Project Close Project /
Manage Project - Perform
Project Charter Management Phase
Work Integrated
Plan
Change
Control
 PROJECT CHARTER
Objectives: Approach & High Level Deliverables
1. Phase 1
2. Phase 2
3. Phase 3

In Scope Phase 1 Phase 2 Phase 3

Out of Scope

Constraints Assumptions Dependencies

1. 1. 1.
2. 2. 2.
3. 3, 3,

Risks Mitigations
1. 1.
2. 2.
3. 3.

Project Leadership Key Stakeholders

Role Person Department Senior Representative
 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

- Plan Scope
Management
- Collect
- Validate
Requirements
Scope
- Define Scope
- Control Scope
- Create Work
Breakdown
Structure
In Scope – Traditional (Waterfall) Out of Scope – Agile

Risk declines as project progresses

Fixed Fixed
Cost Time

Fixed Scope Quality

(Requirements)

Estimated Scope
Quality (Features)

Estimate Estimate
Cost Time

Subject to cost, time and quality risks

 Understand the work being done

The Project
Organize a planning workshop

Document the WBS

Socialize the WBS Task Category 1 Task Category 2 Task Category 3 Task Category 4
(Deliverable) (Deliverable) (Deliverable) (Deliverable)

Integrate WBS into project Plan

Sub Task Level 1 Sub Task Level 2 Sub Task Level 3 Sub Task Level 4
(Work Item) (Work Item) (Work Item) (Work Item)

Sub Task Level 1.1 Sub Task Level 1.2 Sub Task Level 1.3 Sub Task Level 1.4
(Work Package) (Work Package) (Work Package) (Work Package)
 The Project

User Interview User Testing Functional

Prototype
Report Report Specifications

One-to-One Focus Group Project Team Stakeholders

Interview Discussion Discussion Discussion

Agent Leader Support Level Management

 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

- Plan Schedule
Management
- Define Activities
- Sequence Activities
Control
- Estimate Activities
Schedule
Resources
- Estimate Activities
Durations
- Develop Schedule
 Agent (2)

Leader (2)
One-to-One Finding
Interview s #1
Support Level (2)

Management (2)

FGD #1

FGD #2

Focus Group Finding

FGD #3
Discussion s #2
FGD #4

User Interview Draft User Socialize User Finalized User

FGD #5
Report Interview Report Interview Report Interview Report
Discussion #1

Project Team Finding

Discussion #2
Discussion s #3
Tools:
Discussion #3 • Critical Path Method
• Critical Chain
Stakeholders #1
• Crashing / Fast-tracking
Stakeholders Finding
Stakeholders #2
Discussion s #4
Stakeholders #3

6 Aug 2019 to 22 Aug 2019 (3 FTEs) 23 Aug 2019 to 10 Sep 2019 (1 FTE) 11 Sep 2019 to 13 Sep 2019 (1 FTE)
 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

- Plan Cost
Management
- Estimate
Control Costs
Costs
- Determine
Budget
 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

Perform
Plan Quality Control
Quality
Management Quality
Assurance
 How It Is Done (Process)

Right Right
Things Things

What is Built (Product)

Wrong Right

Wrong Wrong
Things Things
Wrong Right
 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

- Acquire
Project Team
Plan Human
- Develop
Resource
Project Team
Management
- Manage
Project Team
 Responsibility Assignment Matrix (RAM) using RACI Format
RACI Person
Chart
Activity Don Jen Ben Sam Fin
Define A R I I I
Design I A R C C
Develop I A R C C
Test A I I R I
R=Responsible A=Accountable C=Consult I=Inform
Most Common

Schedules
Approach to Conflict Resolution
Priorities
Problem-solving
Resources
Forcing
Technical Beliefs
Compromising
Least Common

Administrative Processes &

Procedures
Smoothing
Project Costs

Withdrawal
Personalities
 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

Plan
Manage
Communications
Communications
Management
Influencing Skill Empathy Listening Skills Clarity & Accuracy

Negotiating Skill HOT Integrity Collaborative

 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

- Plan Risk
Management
- Identify Risks
- Perform
Qualitative
Risk Analysis Control Risks
- Perform
Quantitative
Risk Analysis
- Plan Risk
Responses
Process Response

Identify

Assess
Accept Avoid Transfer Mitigate Exploit

Plan

Monito
r
 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

Plan
Conduct Control Close
Procurement
Procurements Procurements Procurements
Management
 What to
Who to Outsource?
Outsource?
Outsourcing Disputes

Failure to Meet Service Level

Systematic Unclear Contractual Issues

Whom to Outsource
Approach
Unforeseen Charges

Changing Requirements

How to When to
Where to Outsource
Outsource Outsource
& Turn Back
 Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

Plan Manage Control

Identify
Stakeholders Stakeholders Stakeholders
Stakeholders
Management Engagement Engagement
 Institute Create a Sense
Change of Urgency

Build a
Sustain
Great Acceleration
Guiding
Coalition

Leaders Win
Over the
Hearts and
Minds of Generate
Form
Strategic
Short Term
Others Wins
Vision and
Initiatives

Enable Action Enlist a

by Removing Volunteer
Barriers Army

Leading Change by John P. Kotter

PMI's Earning Power: Project Management Salary Survey, 10th Edition

Robert Half's Technology & IT 2019 Salary Guide

Thank You!