Page 1

agile

Servant

Leadership

values

THE IRREVERENT GUIDE TO

PROJECT MANAGEMENT

AN AGILE APPROACH TO PROJECT PORTFOLIO MANAGEMENT VERSION 5.0

Created by Jason Scott

C H A N G E L E A D E R S H I P CO N S U LTA N TS | P R O J E C T P O RT F O L I O M A N A G E M E N T E X P E RTS


120VC Project Management Guidebook 5.0 Licensed to and published by 120VC, Inc. Los Angeles, California www.120VC.com Copyright © 2012 - 2018 120VC Holdings, Inc. Published by arrangement with 120VC Holdings, Inc. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted by any means, electronic, mechanical, photographic, or otherwise, without the prior written permission of 120VC Holdings, Inc. “120VC” is a trademark of 120VC Holdings, Inc., and registered in the United States. "PMBOK", “PMI”, “PMP”, and “Project Management Professional (PMP)” are registered marks of the Project Management Institute, Inc.

Confidential – For Internal Use Only – Copying, Sharing, or Networking Prohibited

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__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


Acknowledgements I want to thank Hillary Broadwater for her amazing design skills and for making this version of the guidebook visually beautiful. To Mark C. Layton, Dionne Aarsen, James Patterson, Stephanie Tsing, Rob Brenan and Kees Steeneken for introducing me to, educating me and starting my love affair with Agile. To our clients for supporting 120VC’s Mission & Purpose by standing firmly behind the Project Portfolio Management value proposition, and the need for an External Project Portfolio Management Standard. A special thanks to my wife and kids for challenging me to work on being a great leader at home and not just in the workplace. To the 120VC Program Management Steering committee for their subject matter guidance and for piloting all of my crazy ideas, And… Finally, the entire 120VC team for allowing me to live my Purpose every day! J. Scott

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


TABLE OF CONTENTS CHAPTER 1: GETTING STARTED _______________________________ 12 ABOUT 120VC ________________________________________________________ 13 Our Purpose ______________________________________________________ 13 Our Approach _____________________________________________________ 13 Our Guiding Principles ______________________________________________ 13 ABOUT THIS BOOK ____________________________________________________ 14 Introduction _____________________________________________________ 14 Methodology vs. Project Management Standards _________________________ 15 Project Portfolio Management – Consistency & The Big Picture ______________ 16 The 120VC Portfolio Management Model Overview ________________________ 19 The Project Management Layer _________________________________________ 21 The Program Management Layer ________________________________________ 22 The Portfolio Management Layer ________________________________________ 23 The Portfolio Report __________________________________________________ 24 Agile, Waterfall, Scrum & Enterprise Project Management __________________ 27 Waterfall and the Critical Path Method ___________________________________ 27 Scrum and Enterprise Project Management________________________________ 27 The Manifesto for Agile Software Development __________________________ 31 Agile Principles and the 120VC Standard _______________________________ 31

CHAPTER 2: COMMUNICATION AS A LEADERSHIP TOOL ____________ 39 COMMUNICATION AS A LEADERSHIP TOOL OVERVIEW ________________________ 40 HEIRARCHY OF SUCCESS _______________________________________________ 40 LEADING EXECUTIVES _________________________________________________ 43 LEADERSHIP RULES OF ENGAGEMENT _____________________________________ 43 The First Rule… ___________________________________________________ 43 The Psychology and Physiology of Stress _______________________________ 44 Situational Leadership ______________________________________________ 46 Perception is 100% Reality __________________________________________ 47 “Can Do Approach” ________________________________________________ 48 HANDLING EXECUTIVE REQUESTS – LEADING UP ____________________________ 50 Management by the Rules – Not by Exception ___________________________ 50 Managing Expectations Effectively ____________________________________ 50 DELIVERING EXECUTIVE STATUS – LEADING OUTLOUD _______________________ 52 Presenting Project Status ___________________________________________ 52 Providing Updates on Requests _______________________________________ 52 NOTIFYING AN EXECUTIVE OF AN IMPEDIMENT – COVERING THEIR 6 ____________ 54 Scheduled or Defined Communication Overview __________________________ 54 FYI & Escalation Overview___________________________________________ 54 Publish an FYI or Escalation ____________________________________________ 55 Complete an In-Person FYI or Escalation _________________________________ 56 OVERCOMING RESISTANCE TO PROJECT MANAGEMENT BEST PRACTICES _________ 57 TEAM COMMUNICATIONS _______________________________________________ 58 Working with Resistant Team Members ________________________________ 58 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


5 by 5 in 24 ______________________________________________________ 58 Project Team Quick Reference Guide __________________________________ 60 EMAIL ETIQUETTE ____________________________________________________ 64 Rule of 3 Exchanges _______________________________________________ 64 Email War is No Bueno _____________________________________________ 65 No CC’ing Without Clarification _______________________________________ 65

CHAPTER 3: FIRST DAY INSTRUCTIONS _________________________ 67 INTERVIEW THE PROJECT OWNER ________________________________________ 68 CREATE THE PROJECT EFOLDER __________________________________________ 71 BUILD THE CONTROL LOG ______________________________________________ 72 Control Log Overview ______________________________________________ 72 Issues, Risks, Impediments, Problems & Landmines ______________________ 73 Risk Management _________________________________________________ 73 Prepare the Control Log _____________________________________________ 74 Entering / Updating Tasks & Impediments ______________________________ 75 SCHEDULE PROJECT MEETINGS __________________________________________ 77 The Purpose of an Agenda ___________________________________________ 78 Preparing Agendas & Scheduling Meetings ______________________________ 79 Prepare the Meeting Request ________________________________________ 80 Schedule Time to Prepare Minutes ____________________________________ 81 Conducting Meetings _______________________________________________ 81 Sample Meeting Notes ______________________________________________ 82 COMPLETE MEETING MINUTES ___________________________________________ 83 The Purpose of Meeting Minutes ______________________________________ 83 Prepare the Minutes _______________________________________________ 84 Publish the Minutes ________________________________________________ 86 Sample Meeting Minutes ____________________________________________ 88 PUBLISH A DAILY STATUS REPORT _______________________________________ 90 The Purpose of the Daily Status Report _________________________________ 90 Prepare and Publish the Daily Status Report_____________________________ 91 Sample Daily Status Report (DSR) ____________________________________ 94

CHAPTER 4: FIRST WEEK INSTRUCTIONS________________________ 95 FIRST WEEK QUICK REFERENCE GUIDE ____________________________________ 96 SCHEDULE THE INITIAL PROJECT MEETINGS________________________________ 97 Schedule the Client Methodology Discovery Meetings______________________ 97 Schedule the Weekly Project Review __________________________________ 98 Schedule the Planning Schedule Document Review _______________________ 99 Schedule the Planning Schedule Approval Meeting _______________________ 100 Schedule the Planning Schedule Acceptance Meeting _____________________ 102 Schedule the Weekly Project Team Meeting ____________________________ 103 Schedule the Meeting to Establish the Required PM Deliverables ____________ 104 Schedule the Communication Overview Meeting _________________________ 106 STUDY GUIDEBOOK CHAPTERS _________________________________________ 108 MEMORIZE THE HEALTH CRITERIA _______________________________________ 108 Memorize the Task Health Criteria ___________________________________ 110 Memorize the Impediment Health Criteria _____________________________ 110 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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Memorize the Scope Item Health Criteria ______________________________ 110 Memorize the Project Health Criteria _________________________________ 110 Memorize the Steps for Determining Project Health ______________________ 111 MEMORIZE THE STEPS FOR PRIORITIZING IMPEDIMENTS ____________________ 112 Calculating the Late Date __________________________________________ 112 COMPLETE FIRST WEEK MEETINGS ______________________________________ 113 Complete the Client Methodology Discovery Meetings ____________________ 113

CHAPTER 5: FIRST FRIDAY INSTRUCTIONS _____________________ 114 PUBLISH A PROJECT BUDGET REPORT ____________________________________ 115 Weekly Project Accounting Overview _________________________________ 116 Accounts and Budget Items _________________________________________ 117 Setup the Budget Reports __________________________________________ 118 Collect and Electronically Archive Purchase Orders ______________________ 121 Collect Labor Hours _______________________________________________ 123 Update the Labor Hours Report ______________________________________ 123 Sample Labor Hours Report _________________________________________ 125 Contact Vendors to Obtain Invoices __________________________________ 127 Track Invoice Aging and Update the Transaction Report __________________ 128 Track Project Spending and Update the Transaction Report ________________ 128 Sample Transaction Report _________________________________________ 130 Complete the Budget Summary Report ________________________________ 131 Sample Budget Summary Report _____________________________________ 133 Reconcile the Budget Summary, Transaction and Labor Reports ____________ 134 Publish the Budget Report __________________________________________ 135 Sample Budget Report Email Transmittal ______________________________ 138 PUBLISH A PROJECT STATUS REPORT ____________________________________ 139 Update the Work Plan _____________________________________________ 139 Sample Work Plan ________________________________________________ 141 Reconcile the Work Plan to the Baseline _______________________________ 143 Sample 120VC Plan vs. Actual View __________________________________ 144 Export the Current & Next Period Planned Tasks to Excel__________________ 145 Update the Control Log ____________________________________________ 147 Sample Control Log _______________________________________________ 149 Prepare the Project Status Report ____________________________________ 150 Sample Project Status Report _______________________________________ 155 Publish the Project Status Report ____________________________________ 157 Sample Project Status Report Email Transmittal _________________________ 160

CHAPTER 6: ESTABLISHING THE PLANNING SCHEDULE ____________ 162 BUILD THE PLANNING SCHEDULE _______________________________________ 163 Planning Schedule Overview ________________________________________ 163 120VC Work Plan Structure _________________________________________ 164 The Planning Schedule Rules of Engagement ___________________________ 165 Setup the Work Plan Template ______________________________________ 166 Prepare the Planning Schedule ______________________________________ 168 Sample Planning Schedule__________________________________________ 169 Prepare the WBS _________________________________________________ 171 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


Sample WBS_____________________________________________________ 172 Prepare the Planning Schedule A & A Form _____________________________ 173 OBTAIN PLANNING SCHEDULE APPROVAL AND ACCEPTANCE __________________ 174 Complete the Planning Schedule Document Review ______________________ 174 Sample Approved Planning Schedule PDF ______________________________ 176 Complete the Planning Schedule Approval Meeting ______________________ 180 Complete the Planning Schedule Acceptance Meeting ____________________ 180 SCHEDULE THE PLANNING PHASE MEETINGS ______________________________ 183 Schedule the Executive Stakeholder Commencement Meetings _____________ 183 Schedule the Project Team Commencement Meetings ____________________ 186 Schedule the Charter Document Review _______________________________ 187 Schedule the Charter Document Approval Meeting _______________________ 188 Schedule the Charter Document Acceptance Meeting _____________________ 189 Schedule the Work Plan Step 1 Document Review _______________________ 190 Schedule the Planning Document Review ______________________________ 191 Schedule the Planning Document Approval Meeting ______________________ 192 Schedule the Project Kick-Off Meeting ________________________________ 194 Schedule the Baseline Budget Document Review ________________________ 195 Schedule the Baseline Budget Document Approval Meeting ________________ 196 COMPLETE THE INITIAL PROJECT MEETINGS_______________________________ 197 Complete the Required PM Deliverables Document Review ________________ 197 Sample Approved Required PM Deliverables Document PDF ________________ 199 Complete the Communication Overview Meeting ________________________ 202

CHAPTER 7: DEFINING THE PROJECT __________________________ 203 DEFINING THE PROJECT OVERVIEW _____________________________________ 204 GATHER THE PROJECT REQUIREMENTS ___________________________________ 205 Complete the Executive Stakeholder Commencement Meetings _____________ 205 Complete the Project Team Commencement Meetings ____________________ 205 BUILD THE CHARTER _________________________________________________ 207 Prepare the Charter Cover Page _____________________________________ 207 Prepare the Charter Overview Section ________________________________ 208 Sample Charter Overview Section ____________________________________ 210 Prepare the Charter Scope Section ___________________________________ 211 Sample Charter Scope Section _______________________________________ 215 Save the Charter _________________________________________________ 218 Prepare the Draft Work Plan ________________________________________ 219 Prepare the Charter Approval & Acceptance Form _______________________ 220 OBTAIN CHARTER APPROVAL AND ACCEPTANCE ____________________________ 221 Complete the Charter Document Review Meeting ________________________ 221 Sample Approved Charter PDF_______________________________________ 222 Complete the Charter Document Approval Meeting_______________________ 230 Complete the Charter Document Acceptance Meeting _____________________ 230

CHAPTER 8: PLANNING THE PROJECT _________________________ 233 PLANNING THE PROJECT OVERVIEW _____________________________________ 234 The Work Plan ___________________________________________________ 234 The Roles Matrix _________________________________________________ 236 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


The Communication Plan ___________________________________________ 236 TEAM MEMBER ADDITIONS DURING PLANNING ____________________________ 237 COMPLETE WORK PLAN STEP 1 _________________________________________ 238 Work Plan Step 1 Objectives ________________________________________ 238 Work Plan Step 1 “DO NOTS” _______________________________________ 238 Gather the Project Details __________________________________________ 239 Schedule Work Plan Step 1 Meetings _________________________________ 241 120VC Work Plan Rules ____________________________________________ 242 Build the Work Plan _______________________________________________ 244 Sample Work Plan ________________________________________________ 246 Complete the Work Plan Step 1 Document Review _______________________ 256 COMPLETE WORK PLAN STEP 2 _________________________________________ 256 Work Plan Step 2 Objectives ________________________________________ 256 Work Plan Step 2 “DO NOTS” _______________________________________ 256 Review & Revise the Work Plan with the Team members __________________ 257 Schedule Work Plan Step 2 Meetings _________________________________ 258 The Roles Matrix Rules ____________________________________________ 259 Build the Roles Matrix _____________________________________________ 260 Sample Roles Matrix ______________________________________________ 262 The Communication Plan Rules ______________________________________ 263 Build the Communication Plan _______________________________________ 263 Sample Communication Plan ________________________________________ 264 COMPLETE WORK PLAN STEP 3 _________________________________________ 266 Work Plan Step 3 Objectives ________________________________________ 266 Work Plan Step 3 “DO NOTS” _______________________________________ 266 Review the Planning Documents with the Project Team ___________________ 266 Schedule Work Plan Step 3 Meetings _________________________________ 268 Build the WBS for Manage/Control and Closure _________________________ 269 Sample WBS for Manage / Control and Closure _________________________ 270 Prepare the Planning Documents A & A Form ___________________________ 272 OBTAIN PLANNING DOCUMENT APPROVAL AND ACCEPTANCE _________________ 273 Complete the Planning Document Review Meeting _______________________ 273 Sample Approved Planning Document PDF _____________________________ 275 Complete the Planning Document Approval Meeting______________________ 290 Complete the Kick-Off Meeting ______________________________________ 291

CHAPTER 9: ESTABLISH THE BASELINE BUDGET _________________ 293 MANAGING BUDGET RISK OVERVIEW ____________________________________ 294 BUILD THE BASELINE BUDGET __________________________________________ 294 Collect Statements of Work (SOW) ___________________________________ 295 Collect Vendor Quotes _____________________________________________ 295 Prepare the Baseline Budget ________________________________________ 295 Prepare the Baseline Budget A & A Form ______________________________ 297 OBTAIN BASELINE BUDGET APPROVALS __________________________________ 298 Complete the Baseline Budget Document Review Meeting _________________ 298 Complete the Baseline Budget Approval Meeting ________________________ 300 PERFORMING WEEKLY BUDGET EVALUATION ______________________________ 301 Update the Current Forecast ________________________________________ 301 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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Assess Authorized Amounts ________________________________________ 301 Identify Budgetary Impediments ____________________________________ 301 Managing Budgetary Impediments ___________________________________ 302 PERFORMING MONTHLY BUDGET HOUSEKEEPING ___________________________ 302

CHAPTER 10: MANAGING PROJECT RISK _______________________ 303 MANAGING PROJECT RISK OVERVIEW ____________________________________ 304 The Basics of Assessing Impediments _________________________________ 304 Mitigating Potential Impediments ____________________________________ 304 Managing Impediments ____________________________________________ 305 Managing Imminent Impediments ___________________________________ 305 IDENTIFYING AN IMMINENT PROJECT IMPEDIMENT _________________________ 307 BUILD THE IMPEDIMENT ASSESSMENT ___________________________________ 307 Send an FYI - Approval Required to your Program Manager ________________ 307 Send an FYI – No Action Required to the Project Owner___________________ 307 Schedule the Impediment Mitigation Planning Meeting ___________________ 308 Schedule the Impediment Assessment Document Review _________________ 309 Schedule the Impediment Assessment Approval Meeting __________________ 310 Conduct the Mitigation Planning Meeting ______________________________ 311 Prepare the Impediment Assessment _________________________________ 312 Sample Impediment Assessment ____________________________________ 316 OBTAIN IMPEDIMENT ASSESSMENT APPROVAL ____________________________ 317 Complete the Impediment Assessment Document Review _________________ 317 Complete the Impediment Assessment Approval Meeting _________________ 317

CHAPTER 11: MANAGING PROJECT CHANGE _____________________ 318 MANAGING CHANGE OVERVIEW _________________________________________ 319 Project Change Assessments ________________________________________ 319 Roles Matrix and Communication Plan Addenda _________________________ 320 GATHER THE CHANGE REQUIREMENTS____________________________________ 321 Schedule the Change Planning Meeting ________________________________ 321 Schedule the Change Vetting Meeting _________________________________ 322 Schedule the PCA Document Review __________________________________ 323 Schedule the PCA Approval Meeting __________________________________ 324 Schedule the Change Review Meeting _________________________________ 325 Plan the Project Change ___________________________________________ 326 BUILD THE PROJECT CHANGE ASSESSMENT________________________________ 327 Prepare the Project Change Assessment _______________________________ 327 Save the Project Change Assessment _________________________________ 329 Sample Project Change Assessment __________________________________ 330 BUILD THE CHANGE DOCUMENTS ________________________________________ 334 Prepare the Change Work Plan ______________________________________ 334 Prepare the Roles Matrix Addendum __________________________________ 335 Sample Roles Matrix Addendum _____________________________________ 336 Prepare the Communication Plan Addendum ___________________________ 337 Sample Communication Plan Addendum _______________________________ 338 Prepare the Change Baseline Budget _________________________________ 339 Prepare the Change WBS ___________________________________________ 340 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


Prepare the PCA Approval & Acceptance Form __________________________ 340 OBTAIN PCA APPROVAL AND ACCEPTANCE ________________________________ 342 Complete the PCA Document Review Meeting ___________________________ 342 Complete the PCA Approval Meeting __________________________________ 343 Complete the Change Review Meeting ________________________________ 344

CHAPTER 12: CLOSING THE PROJECT __________________________ 346 CLOSING THE PROJECT OVERVIEW ______________________________________ 347 SCHEDULE THE CLOSURE MEETINGS _____________________________________ 347 Schedule the Closure Document Review _______________________________ 347 Schedule the Closure Document Approval Meeting _______________________ 348 Schedule the Turnover Meeting ______________________________________ 349 Schedule the Final Project Review ___________________________________ 350 BUILD THE CLOSURE DOCUMENT ________________________________________ 350 Prepare the Closure Document ______________________________________ 350 Sample Closure Document __________________________________________ 352 Prepare the Closure Document A & A Form _____________________________ 353 OBTAIN CLOSURE DOCUMENT APPROVAL AND ACCEPTANCE __________________ 354 Complete the Closure Document Review Meeting ________________________ 354 Complete the Closure Document Approval Meeting_______________________ 355 Complete the Turnover Meeting _____________________________________ 355 FINALIZING PROJECT DOCUMENTATION __________________________________ 357 Publish the Final Budget Report _____________________________________ 357 Publish the Final Project Status Report ________________________________ 358 Update Your Resume & LinkedIn Profile _______________________________ 359 Send PO Close-Out Notification ______________________________________ 360 Complete the Final Project Review ___________________________________ 360

APPENDIX A: EFOLDER FILE LOCATIONS & NAMING CONVENTIONS __ 361 CONTROL LOG _____ _________________________________________________ 362 MEETING MINUTES ___________________________________________________ 362 DSR ______ ________________________________________________________ 362 BUDGET REPORTS ____________________________________________________ 362 BUDGET REPORTS EMAIL TRANSMITTAL __________________________________ 363 PURCHASE ORDERS __________________________________________________ 363 INVOICES _____ ____________________________________________________ 363 PROJECT STATUS REPORT _____________________________________________ 363 PLANNING SCHEDULE A & A FORM _______________________________________ 363 APPROVED PLANNING SCHEDULE PDF ____________________________________ 364 CHARTER ___ _______________________________________________________ 364 CHARTER A & A FORM_________________________________________________ 364 APPROVED CHARTER PDF ______________________________________________ 364 DRAFT WORK PLAN __________________________________________________ 365 WORK PLAN ____ ____________________________________________________ 365 WBS ______ ________________________________________________________ 365 ROLES MATRIX ______________________________________________________ 365 COMMUNICATION PLAN _______________________________________________ 366 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


PLANNING DOCUMENTS A & A FORM _____________________________________ 366 APPROVED PLANNING DOCUMENTS PDF __________________________________ 366 SOW’S ______ ______________________________________________________ 366 VENDOR QUOTES ____________________________________________________ 367 BASELINE BUDGET ___________________________________________________ 367 IMPEDIMENT ASSESSMENT ____________________________________________ 367 PCA ________ ______________________________________________________ 367 CHANGE WORK PLAN _________________________________________________ 368 ROLES MATRIX ADDENDUM ____________________________________________ 368 COMMUNICATION PLAN ADDENDUM _____________________________________ 368 CHANGE BASELINE BUDGET ____________________________________________ 369 CHANGE WBS _______________________________________________________ 369 PCA A & A FORM _____________________________________________________ 369 APPROVED PCA PDF __________________________________________________ 369 CLOSURE DOCUMENT _________________________________________________ 370 APPROVED CLOSURE DOCUMENT PDF ____________________________________ 370

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


CHAPTER 1: GETTING STARTED

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


ABOUT 120VC Our Purpose That every 120VC team member exemplify the spirit of servant leadership; to be the leaders that all others aspire to be. Because leaders change things; they push the human race forward. Leaders inspire those around them to reach for greatness. And leaders prove that extraordinary leadership does not require official authority, it simply requires that we put the prosperity of our stakeholders first.

Our Approach Innovation requires that we constantly challenging the status quo; that we possess a willingness to: •

Take the initiative toward bold action.

To make mistakes, and most importantly…

To immediately put the lessons learned into action for the benefit of our stakeholders.

We live our Purpose by: •

Delivering the highest value possible to our clients by creating win’s for them.

Working with our client’s and their team members as a single integrated high functioning team, and…

Contributing positively to the growth and well-being of the clients we serve, our team members, vendor partners, competitors, shareholders and the environment.

Our Guiding Prin ciples •

We sincerely care about people and demonstrate this in our words, our actions and how we deliver.

We think like entrepreneurs, innovate and challenge the status quo to create substantial wins for our clients.

We believe that HOW we win defines us.

We are not afraid to make commitments, we are accountable.

We find Win – Win scenarios; trade-offs sell our stakeholders short.

Our team members mistakes are safe with an obligation to share the lessons learned.

We create an environment where people are encouraged to BE authentic.

If we think someone is making a mistake, we have an obligation to voice it.

WE WALK THE TALK…

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


ABOUT THIS BOOK Introduction The 120VC Project Management Guidebook was originally written as a training curriculum for our professional Project Managers and as the STANDARD by which our Program Managers manage and quality assure the Projects in their Programs. As such, it is completely unchanged and provided to you as a way of sharing our proven approach to completing Enterprise Projects successfully. In addition, the Project Management Standard contained in the Guidebook applies to every project regardless of environment, subject matter, or client methodology. And… we have proven over time that if you follow each step it will ensure a consistent successful outcome on every project. While we have created the 120VC Project Management Guidebook, it doesn’t contain ANYTHING not currently considered a best practice by the Project Portfolio Management Community at large. In fact, most of our innovation comes from actively managing Projects for the Fortune 100. When we encounter a client that employs a technique that creates great Project Management return on investment, it goes into the next version of the guidebook. Therefore, the 120VC Project Management Standard is simply a compendium of instructions to execute the most current best practices in Project Management today. We define Enterprise Projects as those that require multiple matrix, cross disciplined teams, and sometimes external vendors to complete. Enterprise Projects require that communication, and cross organization dependencies be managed tightly to ensure that team members on one team are ready to start work as soon as the dependent work is completed by a member of another team. Enterprise Projects cannot be completed by a single, fully dedicated multi-functional group. When 120VC engages on smaller projects, we decide at the beginning of each which of the tools and techniques in the Guidebook are necessary and which are not. However, to consistently enable Project Manager success, and support the success of the Program and Portfolio Management layers, we don’t ever change the tools or techniques in the Guidebook we choose to use. Lastly, we are not academics, but real heads down, hands dirty Project Portfolio Management Professionals. We recognize that no one starts a Project because they want their organization to be the same when the project is over. Over the years we have learned three things that have proven to be universally true: 1. Leaders change things, they take organizations on a journey. 2. Change is about people, and… 3. “Culture eats strategy for breakfast” – Peter Drucker. So… If you are the Leader that gets excited about driving change by helping your team members reach for their potential; the kind of leader that wants to succeed by helping your team members self-actuate their own path to a shared goal, this guidebook is for you. 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


If you are the kind of person that wants to win despite the impact it has on your team… pass this copy of the Guidebook on to someone who is committed to leadership. Because leadership isn’t about you. If you are still reading, expect some good-natured profanity, some sarcasm and straight to the point direction. More importantly, expect to learn “how” to plan and manage a project instead of a bunch of theories that “enlighten” you, but don’t provide any instruction on how to apply them to your current projects. As you read you will encounter specific instruction that you can begin applying as you complete each page. There is no need to wait until you have completed the book and understand the steps as they apply to the entire project lifecycle to begin applying them.

Methodology vs. Project Management Standar ds If you are looking for a Project Management Methodology you have come to the wrong place. Methodologies are company specific and used to… •

Control portfolio pipeline.

Support financial allocation.

Support project team member staffing / allocation.

Provide data to facilitate executive stakeholder decisions.

In that every company’s culture is unique, their approach to decision making, project team member and financial allocation will vary dramatically. More specifically, a methodology is something that serves the company, a set of required project deliverables executed by the PMs on every Project. Methodologies are not intended as tools that the Project Manager can use to plan and successfully complete a project, they are a set of standard deliverables that provide value to the company. The 120VC Project Management Guidebook is a Standard set of techniques, criteria, calculations, and tools that enable a Project Manager to plan and manage a project successfully and realize the benefits intended from our clients’ methodology! Project Managers and regular “run-of-the-mill” managers can both complete projects successfully. The difference is that today’s Project Manager should be able to do more than… Use a Work Plan like a checklist of items necessary to complete the project. Kick-off the work, cross their fingers and go for it! Today’s Project Manager needs to have the skill to… Thoroughly define a project. Perform a sanity check on the tasks and durations provided by the Subject Matter experts. Defend the defined approach, each task, and the schedule to Executive Stakeholders. Once the work is kicked-off the Project Manager should have the tools and discipline to… 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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Lead Project Executives. Help Executive Stakeholders, Functional Mgr., and Team members stay accountable. Use the Work Plan to forecast how Impediments that arise during the course of the Project will impact the project end date and cost. Identify Impediments, determine how long they can go unsolved before they begin impacting the project end date and cost, prioritize them, and develop appropriate responses to ensure any potential downstream impact to the project end date and cost is mitigated fully. In this fashion the Project Manager makes data driven decisions today, which control the outcome tomorrow, and move the project forward as aggressively as possible leaving no time or money on the table.

Project Portfolio Man agement – C onsistency & The Big Picture Organizations launch PMO’s because the CEO and the CFO want to be able to make data driven decisions about how to allocate funds and team members across their portfolios to achieve the greatest return for their investment; and to complete as many of the Projects in their Portfolio each year for the amount of money that has been allocated. Essentially, a Project Portfolio is no different to them than a financial portfolio with one major exception. A CFO delegates the responsibility of delivering the results of their investment to others and keeps them accountable for the results by closely assessing the financial results over time. When one of these delegates is a Chief Portfolio Officer or Portfolio Manager they are responsible for both the investment dollars and delivering the projects that will realize the return on investment the CEO desires. Ideally, both the CEO and CFO would receive a weekly or monthly fact-based report from the PMO that lists each project in the portfolio with a summary of their health in relation to the project end date and cost. The executives would use this information to make decisions for the reallocation of funds and team members from projects with a surplus to projects in need. Just like an investor would make buy / sell decisions based on the report provided by their finance manager to maximize their return on the funds they have available. Organizations committed to realizing the benefits of Portfolio Management began implementing Project Portfolio Management (PPM) systems at significant cost and impact on their organization in an effort to automate the collection of data, demand management & reporting across their Portfolio. The obstacle they face after implementation is the consumers of these reports can’t make confident decisions with subjective data! This is evidenced by the weekly or monthly status meetings that every Project Manager must attend to talk about their projects with executives who have already received the report.

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__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


This meeting takes place because the executives are attempting to validate the data in the report before making any decisions because they don’t trust that their definition of Red, Yellow and Green is the same as the Project Manager reporting on the project. This is largely because the criteria used to determine project health, assess impediment and report status varies from Project Manager to Project Manager. Due to this lack of consistency and the ability to effectively use the reports produced by the PPM tool to improve their Portfolio success rate, PMO leaders spend most of their time implementing or refining their methodologies. Each new change or refinement made by the PMO requires training and adoption during which most Project Managers are not consistently adhering to any set standard. This cycle of constant change is the number one contributor to the lack of consistent application of an organization’s methodology across their portfolio. The second major contributor to a lack of consistency in Project Management approach across projects is that Project Managers do not need to… Follow a standard or adhere to a methodology to get a project done or to succeed in the eyes of the Project beneficiaries. This is because the Project beneficiary is generally the person in the line of business or a consumer that is looking forward to having the project done, not the CEO, CFO, or Portfolio Manager that is responsible for ensuring completion of all projects in the portfolio. Roughly translated, the chaos created by constantly changing, lightly documented methodologies, that aren’t tools to help the Project Manager successfully complete their projects are perceived by most Project Managers as unnecessary overhead. The reality… most methodologies and PPM systems aren’t broken! They just need to be combined with a solid, consistently adhered to Project Management Standard and regularly quality assured by a Program Manager. We have now come full circle to the role of the PMO. The reason PMO leaders need to ensure the consistent application of their methodology and a Project Management Standard is so their CEO and CFO don’t need a secret decoder card, 10 meetings per month and a private detective to get the data they need to make decisions. Program Managers, Portfolio Managers, CEO’s, and CFO’s can’t successfully control the outcome of their Portfolio if they need a secret decoder card to determine what criteria individual Project Managers are using to plan, track, assess impediment, report status and rate health. If everyone is performing these functions differently there is no way to quality assure the data, or the Project. If the data can’t be quality assured, it won’t be used confidently to make business critical decisions. Therefore, the criteria for Project Manager success can’t simply be to get a project done. Run-of-the-mill managers can do that. We built the 120VC Project Management Guidebook to enable Program and Portfolio Manager success by providing a standard set of best practice techniques to support Project Manager success, and a standard to measure them by. At 120VC we measure a Project Manager’s success according to the following criteria:

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Moves their Project forward as aggressively as possible, leaving no time or money on the table. Ensures the realization of the intended value from our clients Methodologies & PPM Tools. Consistently applies the 120VC Project Management Standard to provide standardized, quality assured information to our clients that enable data driven decisions to effectively manage their PORTFOLIO of Projects.

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The 120VC Por tfolio Man agement Model Ov erview In the previous section I talked about the responsibility that Executive Leaders have to ensure all the Projects greenlit each year are completed for the funds allocated. If they don’t complete them all, come in under or over budget they have failed. I also talked about the role that the PMO, PPM Tools, Methodologies and Project Management Standards play in enabling Executive Leadership Teams to allocate resources from Projects with surplus to Projects in need. In the following section, I will walk you through a SIMPLE workflow that illustrates how each of these components fits together to enable the benefits of Portfolio Management. In no way am I suggesting the following Portfolio Model is a mature workflow, its presence in a Project Management guidebook implies that it is meant as a learning tool. The 120VC Portfolio Management Model illustrates the fundamental components an organization needs to put in place and measure before they will begin to realize the basic benefits of Project Portfolio Management. The final reason for its presence in a Project Management Guidebook is to drive home the fact that Project Management is a fundamental component of effective Portfolio Management. If a Project Manager chooses to complete their Projects on time and on budget while ignoring the needs of the Portfolio, they are an obstacle to achieving the benefits of Portfolio Management. On the other hand, if a Project Manager chooses to complete their Projects while adhering to their organizations chosen Project Management Standard, and ensuring the benefits of their organizations methodology, they are ENABLING the success of their organizations entire Portfolio. As you read through the description of each layer of the 120VC Portfolio Management Model it is important to remember the cumulative outcome of each step. The ultimate outcome is to enable Executive Leadership to make decisions to reallocate surplus from the information in the report generated by the PPM tool. Imagine a world where a CEO gets a report, reads the report and can act on the information contained in it. Priceless… There are several layers that contribute to achieving the Vision of Project Portfolio Management. The workflow in the figure below starts at the bottom left and flows right across the Project Management layer and then moves up to the Program Management layer and resets to the left side of that and the subsequent layers. Each of these layers contributes to the achieving the Vision. Each layer is explained in the following sections.

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The 120VC Por tfolio Man agement Model Workflow

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The Project Man agement Layer

The Project Management layer breaks down into three functions: 1. An external Project Management Standard that the Project Manager uses to plan and manage their Projects. 2. A proprietary organizational methodology. The organizational methodology outlines required processes that the Project Manager executes on each Project to obtain the necessary support from the client organization. 3. A Project Plan, Weekly Project and Budget reports. To explain the role of each of these components I am going to use an analogy. The Project Management Standard in the figure above is similar, in “purpose,” to the medical standard a doctor learns in medical school. Doctors learn a medical standard and are thoroughly evaluated before becoming board certified to practice medicine. Once certified, the doctor can work in any hospital and practice medicine on day one. A hospital’s methodology defines how to prescribe meds, order labs tests and how to handle patient’s files, but doesn’t cover how to practice medicine. Hospital methodologies are different from hospital to hospital and state to state. Can you imagine a world where every hospital had their own proprietary medical standard? Doctors would have to study for months before being able to practice medicine in their new jobs. This would be very costly and inefficient. How would people chose which hospital had the best medical standard? How would someone judge malpractice? It just wouldn’t work… Essentially, the adoption of 120VC Project Management Standard by corporations would allow new Project Managers to be productive in any organization immediately, and the use of a consistent standard enables the Program and Portfolio layers. The organizational methodology would contain those procedures that are truly unique to an organization and anything that might give them a competitive advantage. Together, the Standard and Methodology serve as a road map for Project planning and management, which will result in a tight Project Plan, support weekly quality assurance, and reporting.

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The Program Management Layer

The Program Management Layer breaks down into four functions: 1. Quality Assurance: Eliminates any risk to the Project associated with Project Management aptitude by performing daily and weekly quality assurance exercises. This sounds terrible if you jump directly to the worst possible scenario, but there are plenty of legitimate reasons that a competent Project Manager can get in over their head. It is the Program Managers job to realize this before it impacts the Project negatively and help the Project Manager keep the Project on track. Notice I didn’t say, get the Project “back on track?” That’s because the “Key Performance Indicators” allow Program Managers to proactively manage their Programs instead of waiting until something goes wrong to act. **Key Point: This level of quality assurance is not possible unless the Project Manager is following The Standard. If Project Managers adopt their OWN approach to planning, assessing impediments/health and reporting, the Program Manager would need a secret decoder card to interpret the success of each individual Project Manager on their team. In most organizations today, the lack of adoption of a consistent Project Management Standard is the primary reason why Program Managers are constantly fighting fires. Their Project Managers are all doing things differently and therefore the Program Manager can’t effectively quality assure the chaos! 2. Escalation Management: It is inevitable that the Project Manager will encounter impediments that need to be escalated to the Project Owner or an Executive Stakeholder. An escalation is essentially the assignment of work upward to an executive. If you have ever done this, you have noticed how “NOT” excited the executive is to have unexpected work added to their priority list. The Program Managers role is to alleviate this additional work when possible by: •

Taking ownership of the escalation from the Project Manager

Communicating the task to the executive, and…

Getting buy-in from the executive to complete the task.

In this fashion, the Project Manager can stay focused on moving their project forward as aggressively as possible, while the Program Manager completes the task and closes the escalation so the executive can stay focused on their day job. 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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3. Program Analysis: Again, because the Project Managers are all following The Standard, the data from each Project can be quality assured and is accurate. With accurate Project data, the Program Manager can effectively analyze their Program to rob from the rich Projects and give to the poor Projects to complete as many of the Projects in their Program each year for money that has been allocated. 4. Weekly Program Reporting: Once the Program Manager completes the weekly quality assurance process, they are 100% up to speed on their Projects, the decisions made, and why. They had a chance to ask questions to validate each decision, completed their Program Analysis and helped the Project Manager, when necessary. The Project information is compiled and sent to the Portfolio Layer for review and assistance if necessary.

The Portfolio Management Layer

The Portfolio Management Layer breaks down into three steps: 1. The Weekly Portfolio Meeting: During this meeting the Chief Portfolio Officer (CPO) or Portfolio Manager reviews the individual Program reports with each of their Program Managers. During the review, the CPO asks questions to understand the data in the report, the reasoning behind proposed solutions to get Red or Yellow projects back to Green, and coordinates the allocation of resources from healthy Programs to Programs in need. The three main things that get allocated across Programs are Money, People, and Slack. I am going to use a financial example to illustrate a situation that might require the allocation of resources from one Program to another. In this example, there are two Program Managers. Both have Projects that will go over budget by ten thousand dollars. One of the Program Managers has a surplus of funds in their Program that will cover the overage. Therefore, the CPO can simply accept the overage for that Program. The other Program Manager has no surplus and the overage will cause the entire Program to go over budget by ten thousand dollars. In the second scenario, the Portfolio Manager needs to determine if there is enough surplus across all Programs (the Portfolio) to cover the ten-thousand-dollar overage or cut projects to ensure the Portfolio doesn’t come in over budget.

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2. Executive Portfolio Report: Once the CPO is up to speed on all Projects, has validated the proposed solutions and has facilitated the necessary allocation of resources across the Portfolio, the Executive Portfolio Report is produced. The exercise in the Weekly Portfolio Meeting prepares the CPO to lead the Weekly Executive Portfolio Meeting with the CEO and CFO. 3. Weekly Executive Portfolio Meeting: In this meeting the CPO reviews the Red and Yellow Projects with the CEO and CFO. The CPO briefly explains the Impediments impacting those Projects and the proposed solutions. The CEO and CFO will ask validating questions to understand the solutions and will either approve them or ask the CPO to work with their teams to provide alternates.

The Portfolio Report

The example above shows a snapshot of a portfolio report. Try to imagine a report like this that contains over 100 projects. We have created a list of three project to keep the explanation simple. The bottom line financials above are the sum of all three projects. You can see that the name of each Project is listed on the very left followed by the name of the Project Manager, Project Start, and Finish Date. The next field is the Project Managers average Project Review Score. Because 120VC Project Managers all follow the 120VC Project Management Standard, it is possible to quality assure their work weekly and derive an average performance (or quality assurance) score over time. Ask yourself… If all the Project Managers in a Program were planning, assessing Impediments, assessing Health, and Reporting differently, by what Standard would a Program Manager be able to quality assure their work? The answer is… Chaos can NOT be quality assured and always ends badly!

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The reason we include the average review score in the Portfolio Report is simple. We have learned over time that any Project Manager with a review average of 95% or better is moving their Project forward as aggressively as possible. Now… just because the Project Manager is rocking the Project, doesn’t mean that impediments won’t arise that impact Project Heath. It just means that you don’t need to indict the Project Manager when that happens. The Project review score also tells executives that they can trust the data they are reviewing because it has been quality assured twice before making it into their report. The accuracy of quality assured data allows the executives to make confident, datadriven decisions from the report without having to ask 20 questions about each Project, use a secret decoder card, attend ten meetings per month and hire a private detective to get the information they need to make decisions. The Project Health field differentiates a Project in need from a healthy Project. When Project Managers label a Project Yellow or Red, they are generally communicating the need for Program or Portfolio level assistance to overcome an impediment preventing their Project from moving forward as aggressively as possible. Program and Portfolio Leadership use the Planned vs. Actual fields to prioritize the assistance they provide to unhealthy projects. A Portfolio may have five or more Red Projects at any given time. All need assistance, but which is the highest priority? For example: If I had a red Project that was “planned” to be 75% complete, but is “actually” only 50% complete, and I had another Red Project that was “planned” to be 30% complete and is “actually” 35% complete, the Red project that is trending behind should receive Program or Portfolio level assistance before the Red Project that is trending ahead of schedule. In the end, they may all get assistance. Planned vs. Actual is simply the mechanism to prioritize Projects with similar health status. Another data point to consider when prioritizing Project assistance would be to understand the Red Projects priority to the other projects in the portfolio. This would require that the Executive Leadership Team Prioritized the Projects in their Portfolio. Then there is the financial information associated with each Project. The Baseline Budget reflects the amount the Project Owner approved the Project Manager to spend. The Current Forecast is the amount the Project Manager currently believes is needed to complete the Project and the Variance is the difference between the two. Spent / Committed is the total amount spent and owed for goods and services and Remaining is self-explanatory. Any Project with Yellow or Red health will be accompanied with a solution / request for the support needed to get the Project back to Green. A Project can be Red or Yellow without requireing Program or Portfolio Assistance. When this happens it is important for the Project Manager to make that clear when reporting on the solution being employed to return the Project back to Green.

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Now that I have explained the fields I would like to explain how to interpret the report above. The first Project in the figure above is on schedule, but has an impediment on its critical path that requires resolution before it begins impacting the Projects end date and cost. In this case, the best possible solution is to hire an expert consultant for a week. Neither the Impediment or the $23,743 to resolve it were anticipated resulting in the negative variance between the Projects Baseline Budget and Current Forecast. When the negative Project cost variance is considered in correlation with the overall positive bottom line Portfolio variance of $86,592, the CEO or CFO can “accept” the negative variance to complete the Project in need. An alternative to accepting the negative variance is to cancel the Project. This would be a good decision if the Project was a “Nice to Have” vs. a “Must Have” for the organization. Since only $16,740 was spent to date, canceling, or postponing the Project would save the organization / Portfolio the remaining funds creating an additional Portfolio surplus of $57,060.

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Agile, Waterfall, Scrum & Enterpr ise Project Management With the velocity created by the Agile movement it is important that we take a moment to clarify a few things. First, Agile is not a methodology of any sort. It is a movement that consists of a 73-word manifesto and 12 principles. The manifesto and its principles as written were intended for the optimization of software development Projects. That said, the spirit of both the manifesto and principles can be applied more broadly and have been honored in the 120VC Project Management Standard.

Waterfall and the Critical Path Method The Waterfall concept was created by a computer scientist named Winston Royce in the 1970’s when he wrote a paper called “Managing the Development of Large Software Systems.” The approach was to optimize the development of Software Systems given the technology that was available at the time. In a nutshell, the article outlined how software development should be completed in phases and that no work in a subsequent phase could be completed until the work in the current phase was done. Essentially, the project work would all be organized into a single linear work stream. At no time was the Waterfall methodology adopted by the Enterprise Project Management community as it would be the least efficient way to complete a largescale Project with multiple matrix, single disciplined teams, and external vendors. The Critical Path Method was developed in the late 1950s by Morgan R. Walker of DuPont and James E. Kelley, Jr. of Remington Rand. Traditionally, the critical path method has been used on Enterprise Projects. The concept of critical path assumes that there are multiple work streams executing in parallel on every project. And that given the cost and schedule constraints of most organizations, the schedule of each of those work streams has been compressed or “crashed” to ensure that cost and schedule are optimized. When people talk about Agile or Waterfall they are talking about software development frameworks, not step by step methodologies; and neither of these frameworks has anything to do with traditional Project Management, Enterprise Project Management, or the critical path method.

Scrum and Enter prise Project Management Scrum is a software development methodology that has many well documented stepby-step best practices that can truly optimize an organization's ability to deliver working software frequently. Scrum best practices create velocity by requiring a dedicated cross-functional team that defines tasks no longer than 1-day in duration and meets daily to assess progress. With a dedicated team and work broken down into hours and single day increments, it becomes very easy to see where changes can be made to increase the productivity of the team.

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Enterprise Project Management works with multiple matrix or “non-dedicated” teams, breaks tasks down into a maximum of 12-hour increments and uses the critical path to forecast the impact of progress, lack of progress and Impediments. This approach to Enterprise Projects allows the Project Team to make daily decisions to achieve the realization of the Project Goal and Objectives, and ensure the closest possible delivery to the planned end date and cost. In my opinion, Scrum is the most efficient way to develop working software. A development organization optimized with Scrum best practices is not leaving any time or money on the table. The only downside to Scrum is that it doesn’t address a company’s need to allocate funds and team members from Projects with surplus to Projects in need in a Program or Portfolio. Also, it doesn’t support the crossorganizational dependencies of matrix team members on Enterprise Projects. **Note: This is not a criticism of Scrum. The Scrum Alliance acknowledges that there are activities necessary to support a Project that are “outside of Scrum.” With that said… 120VC recognizes that Scrum is the way to go when it comes to software development and that the Agile principles are ideal for any Project Management Standard. The 120VC Project Management Standard incorporates the Agile Principles in the context of an Enterprise Project. Combining traditional Enterprise Project Management tecniques, Agile Principals and Scrum best practices has enabled 120VC to develop the first how-to Standard for a Scaled Agile Framework. Our Scaled Agile Framework allows 120VC and our clients to: 1. Take advantage of the efficiency and speed of change enabled by Scrum best practices. 2. Overcome Scrums intentional lack of support for Program & Portfolio needs. 3. Allow Scrum outputs to be used to manage cross-organizational dependencies efficiently, and… 4. To allow for the allocation of funds and team members from Projects with surplus to those in need. Wisdom comes with experience… Agile and more specifically Scrum creates a time to market advantage, but that advantage comes at a cost. It is true that Scrum optimizes the utilization of team member time and expenses to create valuable results quickly. But more results, product, and working software cost more money, period! Before deciding to adopt an Agile or Scrum culture ask your team the following question: “How much change do we really need to introduce each year.” More change equals higher cost. If you need to introduce change at a Google or Amazon pace to be competitive, then Scrum is the way to go. However, if you are looking at Scrum because the changes your team produces today are too slow, or simply don’t happen when or for the amount you were promised, the improvements you seek may be as simple as optimizing your current culture.

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Making the decision to adopt an agile (high rate of change culture) because your team doesn’t handle their current projects efficiently would be like asking Kindergartners to learn how to fly a jumbo jet before they can move on to first grade. That said… Of the many very valuable Scrum best practices, there are only two that don’t work as prescribed for Enterprise Project Management. The first is the practice of having dedicated teams and the second is the practice of “just in time” planning. Enterprise Projects use matrix team members or “non-dedicated” team members because Enterprise Projects are unique in nature, generally aren’t repeated year after year and require different subject matter experts from Project to Project. These subject matter experts are sourced from the company’s existing talent pool because of their knowledge of the company’s products, procedures, and culture (domain knowledge), and augmented by vendors where the required subject matter expertise doesn’t require domain knowledge. And… most enterprise Projects don’t require most of their subject matter experts full time. Dedicating team members would have most of the team sitting around twiddling their thumbs waiting for others to complete work before they can get started. This would NOT an efficient use of time or money. Like Scrum projects, Enterprise Project employ the use of “just in time” planning. The difference is that “just in time” has a different meaning on a development Project with no cross-organization dependencies and a dedicated team vs. an Enterprise Project. Scrum projects identify the requirements at the beginning of each Project but wait to plan the tasks associated with their user stories at the beginning of each sprint. Scrum can do this because the team members are dedicated, available to work on anything assigned in the sprint planning meeting and task completion associated with the user stories will always require their skill set. Enterprise Projects compete for matrix or “non-dedicated” team members. If you don’t book them in advance based on a timeline developed with predecessor-successor relationships, they will NOT be available when you need them to start. Therefore, “just in time” planning on an Enterprise Project is at the beginning. Last note here… Another Agile principle is “Responding to change over following a plan.” This principle can be adhered to even if you create your entire plan at the beginning of a Project. On Enterprise Projects change is driven by two things: 1. Impediments, and… 2. Requests. When an Impediment arises that can only be overcome by changing the scope; we change the scope! When a request comes in to change the scope; we change the scope! Contrary to popular belief both Scrum and Enterprise Projects have controls around changing the scope. In Agile, scope change decisions are made by the Product Owner before any changes can be made to the Product Backlog. On Enterprise Projects, scope changes are decided by the Project Owner before being added to the Work Plan. What’s the difference? Absolutely nothing! 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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Responding to change on an Enterprise Project is one of the areas that the Agile best practice “Inspect and Adapt” comes into play. If there is an obstacle to completing the Project that can only be overcome by changing the scope, then “common sense & Agile Principles” dictate we do this. If either a Project Owner (Enterprise Project) or a Product Owner (Agile Project) wants to change the scope, they are making this decision because they feel it will benefit or create a competitive advantage for their customers or Project beneficiaries.

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The Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. * Agile Manifesto Copyright© 2001: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas This declaration may be freely copied in any form, but only in its entirety through this notice.

Agile Principles and the 120VC Standar d As mentioned before, all Agile Principles are honored by the 120VC Standard. The following is a list of the Agile principles and an explanation of how they are integrated into our approach to Enterprise Project Management. It is important to note that the Agile principles are written specifically for software development. As you read each principle, assume that any time you see the word “software,” we have replaced that in our thinking with words like “product” or “value.” For example: The first principle reads “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” To apply that principle to an Enterprise Project that is subject matter agnostic, we interpret that principle to mean “Our highest priority is to satisfy the customer through the early and continuous delivery of value to our Project Stakeholders.” On an Agile Project, the team consists of a Product Owner, Scrum Master, and Developers; Agile Projects also have external Stakeholders like the business people. On an Enterprise Project, the Team consists of the Project Owner, Project Manager, Functional Managers, and Subject Matter Experts; we also have External Stakeholders. 120VC considers both the Project Team and External Stakeholders to be the “Project Stakeholders.” We honor each of the Agile Principles as follows: 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. As with most Enterprise Project Standards, we begin by Planning the Project. To align with this principle, we encourage the Project Team to start the work in parallel to the planning effort. Logic dictates the sooner you start, the sooner you finish! 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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During Planning, we require that the tasks are broken down into no more than 12-hour increments. Breaking tasks down into 12-hour increments enables more accurate estimates and creates transparency to progress and uncovers Impediments in a very short time frame. Impediments materialize early and can be mitigated early to ensure the project is moving toward completion as aggressively as possible. It also means that something of value is delivered by the Project Team every day. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 120VC recognizes that no matter how thoroughly you plan a project you will not have accounted for everything. It just isn’t possible to account for changing demand or economies in a Project Plan. While writing this book, AT&T announced its intent to purchase Time Warner. That immediately created enormous change to their Project Portfolio that none of the Project Teams anticipated when planning their Projects. The 120VC Standard welcomes change with a concept called Unplanned Work. Unplanned Work is anything that comes up during a Project that is not in the Work Plan, but necessary to achieve the Project Goals and Objectives. If these items don’t impact the Project Schedule or Cost, they are completed at the teams’ discretion without any change control Process. Changes that are clearly out of scope, or impact cost and schedule, go through the same examination process prescribed by Scrum. The Project Owner evaluates them to determine their business impact, and impact to cost/schedule. If the Project Owner decides to make the changes, they are added to the Work Plan which is the equivalent of a Product Backlog. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. The 120VC Standard requires a task break down of no more than 12-hour increments. When tasks are time boxed to 12-hour increments, tasks start and finish every day. Also, 12-hour tasks force team members to focus on a single task until complete, rather than working on several tasks at a time, potentially extending the completion for all. Unlike software Projects, it is difficult for an Enterprise Project to deliver functionality daily, but it is possible to deliver value to our stakeholders daily. For example: If there were an IT Project meant to build a datacenter with a task breakdown of no more than 12-hour increments, something would be delivered every 12 hours; whether it be servers installed or racks wired. If the project is canceled, those assets would be standing and ready for the next Project. If there were a construction Project to build a 12-story building, no one would build the first-floor apartments, and start moving people in before they began the second-floor construction. However, if a construction Project planned their tasks in 12-hour increments, something would be completed every 12 hours; maybe Plumbing or electrical for a single apartment. Either way, if the Project is canceled, that asset would be standing and ready for the next investor to begin where the last investor left off. 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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Lastly, Enterprise Project Clients want to have their Projects completed in the shortest possible timeframe, for the least amount of money. We developed the 120VC Work Plan rules to ensure that every Work Plan moves its Project toward completion as aggressively as possible, leaving no time or money on the table. 4. Business people and developers must work together daily throughout the project. Scrum recommends dedicated development teams to include the business people of no more than 7 – 9 team members. No one would argue that this is not the most efficient way to get a lot of stuff done! Enterprise Projects require team members from many different functional groups (Construction, Information Technology, Marketing, Sales, Strategy & Planning, Legal, Human Resources, etc.), and often the work required by these Subject Matter Experts is not full time. It is not possible to dedicate a subject matter expert to a Project that doesn’t require them full time. Then there is the question of “How much change can people absorb effectively?” Understanding the Kolb experiential learning model is the key to understanding an adult’s ability to learn and an organization's ability to absorb change. The four steps of experiential learning described by Kolb are concrete experience, reflective observation, abstract conceptualization, and active experimentation. This cycle repeats until the learner masters the new concept. The Kolb experiential learning model helps explain why no matter how much an organization wants to change quickly, it will only change as quickly as their team members aptitude for mastering the change. So, our take on principle #4 is that the necessary business people must work with the necessary team members, when necessary or “Just in Time” to move the Project forward as aggressively as possible. The 120VC Standard employs several techniques to accomplish this… We rely on the Work Plan to tell us when future interactions are necessary and we schedule them well in advance. When it comes to scheduling meetings, we believe that “If you wait, you will be late.” Just as on a Scrum Project, we have a very mature approach to identifying Impediments. Whenever an impediment arises for a team member, they bring it to the Project Manager to collaborate on a solution. The Project Manager uses the critical path to prioritize the Impediment and works with the subject matter experts to identify an appropriate solution. If the Impediment impacts the Project End Date, Cost, or Scope in the near term, we use an approach to get the Project Owner in the game immediately. Essentially, every single one of our techniques is to “maximize the amount of work not done” by ensuring the appropriate project team members are working with the appropriate business people at the APPROPRIATE time; making the best use of everyone’s time.

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**Note: The functional teams mentioned above are all staffed with dedicated team members. Scrum is not only the best approach for development teams; it is an approach for optimizing Demand Management within any dedicated functional team. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. #5 is my favorite Agile Principle! At 120VC we fundamentally believe that we are leading people, NOT managing Projects. We are building deep relationships, NOT business. We believe there is a hierarchy of success on a Project. That as project managers our role is to do everything we can to ensure first, our Project Team is successful, then the Project will be successful, and third (last) we succeed. Also, the approach, every task necessary to achieve the Project Goal and Objectives, and the solution to every Impediment is defined by the Subject Matter Experts. Like in Scrum, we consider the Subject Matter Experts to be the TALENT. The Project Managers job is to gather the information, keep the team apprised of the priorities, drive decisions, and remove impediments. Make no mistake; this requires a very strong leader! Remember, the leader is not always the decision maker! 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. First, at 120VC we believe that we “Communicate to Lead.” We communicate for the sole purpose of leading our Projects toward completion as aggressively as possible. Therefore, every single technique in this guidebook was optimized for face-to-face conversation where possible. We spell communication “LEAD,” and we spell conversation “meeting.” More on this later… There are two important paradigms that must be addressed to reinforce the importance of this principle. Once I have outlined the two paradigms, I will explain how they work together. First, Project Managers spend most of their time helping team members work through Impediments. Human nature being what it is, we are leading people that don’t like to fail. Therefore, we are leading people (up, down & across) that are in some form of fight or flight anytime we are working an Impediment. When people are in fight or flight or “Stressed Out”, there is a high potential that they are “Listening / Participating Emotionally,” increasing the possibility of a misunderstanding and limiting your ability to lead them effectively. Second, effectively leading people requires we build rapport because people choose who they follow. Especially people that can blame their failures to prioritize your Project’s needs, on the demand of their other Projects! Remember, like their airline; people have a choice of employer. And… inevitably you will need your team to pull a “Hail Mary.” They don’t do this for dictators or taskmasters, they do this for leaders. Leaders, understand they are NOT “in charge,” they have a responsibility to those in their charge.

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So, why is face to face conversation the most efficient and effective method of conveying information? There have been many studies on this and all have concluded that only 7% of an intended message is conveyed through words, 38% through vocal elements like tone of voice and inflection, and 55% through nonverbal elements like facial expressions, gestures, posture, etc. That means that to be the most effective leader possible, and avoid the potential for misunderstanding, you need to communicate face to face! You need your team to see your 55% and you need to see theirs. We communicate for the sole purpose of “Leading” our Project teams forward as aggressively as possible. If you’re not a numbers person, tend to doubt the legitimacy of studies or just aren’t that connected with the results most people AREN’T getting using “Email as a Leadership Tool.” I will give you one last example… I recently attended a CEO conference where I had the pleasure of hearing Cameron Herold speak. Cameron was the CEO that took 1-800-GOT-JUNK? from $2 million to over $106 million in just six years. At one point in his talk he was trying to convey how email was the absolute worst tool to use to lead people. So, he had the entire audience of over 1000 CEO’s recite the following phrase out loud. Each time we repeated it, he had us place emphasis on a different word in the sentence changing its meaning. Try the exercise for yourself… If you don’t get it, I can’t help you! I didn’t say you were beautiful I didn’t say you were beautiful I didn’t say you were beautiful I didn’t say you were beautiful I didn’t say you were beautiful I didn’t say you were beautiful 7. Working software is the primary measure of progress. Agile processes promote sustainable development. Like Scrum, we believe in Planning, and that documentation is important. However, we don’t consider the completion of documentation moving the Project toward completion, but necessary to ensure that we have the information to make the decisions required to move the Project forward as aggressively as possible. When it comes to our documentation, we ascribe to the Scrum Principle that documentation should be barely sufficient. We push back hard on stakeholders insisting that documents include marketing fluff or anything that will change later.

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We believe the greater value occurs during the information gathering exercise. For example: A Charter should define the what, why, and how for a project. And… The Charter information gathering exercise is used to foster buy-in from the Stakeholders on that definition. The document itself should be barely sufficient to capture the agreements that are made while working with the Project Stakeholders to develop the Project definition. The final document should contain just enough information to help people stay accountable to their agreements. Since people complete all work, it is critical that any approach to Project planning is informated by the way people function. Studies show that if people have too little work, they become demotivated and don’t perform optimally. Additionally, if people have too much work, they end up in a chronic fight or flight state; this is referred to as “past their point of diminishing returns.” Studies show that a 40-hour work week will allow people to work at peak performance. With this in mind, we employ the half time model when planning our Projects. The half time model requires that when scheduling tasks and breaking down work, that people are never scheduled more than 50% of their available time on a given day. If someone has a task that would take 4 hours to complete, its duration would be 1-day. If someone had a task that would take 8 hours to complete, its duration would be 2-days, etc. The 50% allocation assumes two things. That our Team Members are matrix and working on other Projects, and that things won’t go according to plan. Meaning, there will be impediments that arise. Scheduling Team Members at 50% allows for time to be spent on solving the impediments that we didn’t plan for, but know will occur. We believe that happy, productive Project Team Members produce highly effective results and that it is our responsibility to advocate and ensure our client stakeholders don’t burn them out! 8. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. I interpret this to imply that the pace expectation is realistic and humane; right at about 40 hours per week. No more, no less. Therefore, the sponsors, developers, and users WILL be able to maintain a constant pace indefinitely without burning out. We address this in several ways. First by developing a Work Plan that breaks tasks down into no more than 12-hour increments; this allows the task durations to substantiate the overall schedule/Project timeline. When something takes 12 or fewer hours to complete, the steps involved in completing it are either obvious or easily explainable. We use the other Work Plan rules in our Standard to ensure the Work Plan serves as an effective communication tool. When the Work Plan is complete, it is used to substantiate the amount of time needed to complete the Project and each of its tasks; this eliminates the potential that an Executive Stakeholder will arbitrarily require a sooner end date which will result in the need for the “Hero Factor.” We define the “Hero Factor” as the team working nights and weekends to deliver on schedule, or pull a “Hail Marry.” With a defensible Work Plan, the Executive Stakeholder will have the information they need to feel comfortable with the time frame indicated; to cut scope or defend the need for additional time with their boss. 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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We also limit team member’s daily allocation to only 50%; this allows for time spent on activities outside the Project and time to solve impediments as they arise without having to employ the “Hero Factor.” Lastly, we teach the Project Team Members and their managers how to use information from the Work Plan to prioritize their activities across Projects. We also teach their managers to use that same information to determine when their team is over allocated. With this information, they can defer projects or defend the need to add additional team members before their Project assignments start to fall behind; eliminating the need for the “Hero Factor.” You can find more information on this topic by referencing the “Project Team Quick Reference Guide” later in this book. 9. Continuous attention to technical excellence and good design enhances agility. At the end of the day, crappy work means re-work and impacts a project team’s ability to create value as frequently as possible. As stated previously, a Project Managers job is to ensure the success of the Project Stakeholders which includes leaving no time or money on the table. Our approach to Project planning requires the Project Manager to develop a conceptual understanding of how and why each task identified by the subject matter experts is necessary; this allows the Project Manager to challenge/critique the approach suggested by the subject matter experts to limit corner cutting. And, that the work always meets the client’s expectations. Not done “right” is the same as “not done.” 10. Simplicity--the art of maximizing the amount of work not done--is essential. Again, the 120VC Project Management Standard is optimized to ensure our client stakeholders can complete the maximum number of projects in their Portfolio each year for the funds allocated. The approach we take to Defining, Planning and then vetting a defensible plan for each Project, ensures that we are only completing the bare minimum number of tasks necessary to deliver the value desired by the client stakeholder. The vetting process also ensures that the leanest approach is planned and that nothing has been Platinum plated when the client requested gold. 11. The best architectures, requirements, and designs emerge from selforganizing teams. The Project Manager is only a subject matter expert when it comes to Project Management. Therefore, our approach to Project Management respects the roles and is reliant on the expertise of the other subject matter experts. The Project Managers role is to ensure that everyone’s talents and expertise are leveraged to achieve the greatest possible success for all Project Stakeholders. Therefore, the Project Manager never dictates anything to the Project Team Members. The approach, every task, the solutions to impediments are all determined by the Project Team Members and the appropriate subject matter experts. The Project Managers job is to facilitate these discussions, ask questions about potential impediments until the team achieves clarity, and to help each Team Member stay accountable to their commitments, role, and expertise to ensure everyone on the team reaches for THEIR greatest potential. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 180102 120VC PM Guidebook v 5.0 Chapter 1: Getting Started

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The 120VC Standard is set up to conform to 1-week sprints. Each week the Project Manager facilitates a single meeting with the entire Project Team. This meeting includes a Weekly Standup where team members provide updates on their current tasks, a Sprint Planning Meeting where the team reviews the work planned to start in the upcoming Sprint, and an After Party where only the necessary team members collaborate on solutions to impediments. During the Sprint Planning portion of the meeting each team member assigned work in the upcoming Sprint should use the “Inspect & Adapt” paradigm to consider and report on the following: 1. Given what we know today, is there a better or faster way to complete the planned tasks? 2. Are the planned tasks still necessary? 3. Are there any impediments to starting the planned tasks? Every day the Project continues, the more clarity the Project Manager and Team have about what is and isn’t needed to complete the Project. Each time the team meets to go over status and create solutions to impediments, the Work Plan is refined to match the decisions made in those meetings; this happens at least weekly and is a regular part of the Project Managers job. Changes that negatively impact the planned cost or schedule go through the same examination process prescribed by Scrum. The Project Owner evaluates them to determine their business value. If the Project Owner approves the changes, the updated Work Plan becomes the new baseline, which is the equivalent of an updated/reprioritized Product Backlog.

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CHAPTER 2: COMMUNICATION AS A LEADERSHIP TOOL

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COMMUNICATION AS A LEADERSHIP TOOL OVERVIEW It is widely recognized by the Project Management community that 90% of what a Project Manager does every day is communicate. Though this is true, it is important to clearly understand why we communicate. At 120VC, Project Managers communicate for the sole PURPOSE of leading their Projects forward as aggressively as possible; to lead their team members to the greatest possible success. Whether the communication is in person or in writing, each interaction is intended to move the project closer to completion. Any interaction that leads to confusion, or a status report that leads to questions, is a failed attempt at Leadership. Remember, We Communicate to “LEAD”! If you choose to label interactions that lead to confusion as “failed attempts at communication”, you will focus on improving your communication skills. Unfortunately, focus on improving your communication skills will not guarantee improved leadership skills or better outcomes. When you fail to get the necessary results for your team members, don’t focus on improving your communication, focus on improving your leadership skills. As Simon Sinek says… “Get your WHY right,” or in other words… Be clear on what you really need to improve. Choosing to consider interactions that lead to confusion as failed attempts at leadership as opposed to failed attempts at communication, is the first step to becoming a better leader. Making this choice is essentially taking responsibility for what is being heard by the person you are communicating too… Leaders that take responsibility for what their team members hear and for their team members outcomes, will quickly sharpen their leadership skills, and more consistently achieve the desired outcome.

HEIRARCHY OF SUCCESS The difference between a leader and a tyrant is that a leader works hard for the sake of everyone else, while a tyrant makes others work hard for them. Project Managers need to possess strong leadership skills because we have no formal authority. •

We are responsible for ensuring the success of our “clients” via their projects.

We are 100% responsible for leading the project team to the greatest possible success, and…

We are responsible for making our clients dreams come true!

From my experience the concept of leadership is widely misunderstood. There is a huge difference between a leader and an authority. Project Managers are leaders but are rarely the decision maker, and therefore lack official authority. Our clients decide what they want built, and the project contributors decide how it will get built. The Project Managers’ role is to lead them to do this in the most effective and cost efficient way, essentially enabling them to reach their greatest potential. People in authority have the power to wield the proverbial carrot or stick to manipulate an outcome. Most people that yield the carrot and stick are perceived as exploiting the project team members to ensure their own personal success. Authority figures can choose to be leaders by inspiring an outcome or can simply wield their authority. 180102 120VC PM Guidebook v 5.0 Chapter 2: Communication as a leadership tool

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Inspiring an outcome requires remembering that as a leader you are not “in charge”, but that you have a responsibility to those “in your charge”. •

Leaders don’t dictate an outcome; they help their team members focus on what can be done vs. what can’t be done.

Leaders help their team members prioritize their workload and run interference when anything threatens to distract them.

Leaders sincerely care about the success of their team members and focus on solutions, leadership style, coaching and mentoring in ways that enable their team member’s success.

Leaders understand that when their team members succeed, the project will succeed and they in turn will be successful. People will naturally give their “All” to the leader they believe cares about their success before their own. People will generally give only the minimal effort required to the authority figure. Authority is the antithesis of leadership and in my opinion is an antiquated paradigm. Official authority or not, you can achieve more with strong leadership skills than with authority. The “Hierarchy of Success” is simple: 1. Work to ensure your project stakeholders are as successful as possible. Make sure that every decision and every action you take serves this purpose. 2. When your project stakeholders are successful, the project will be a success, and… 3. In the end you will be successful, and a leader that inspires people to their greatest potential. Wisdom comes with experience… Project Managers and our clients often forget that the vendors we employ are also project stakeholders. If we have purchased a product and their implementation services, or are relying on them for their expertise, their failures impact the project end date, cost and product quality, just like the failures of the internal project team members. I have encountered people in authority that chose to utilize their leadership skills over their authority with their internal team members. In every one of these instances, their team members thrived and were considered by their organization as top performers. I have also observed (ironically) some of those same leaders forsake their leadership skills and rely solely on their authority when it came to their vendors. This approach seems to imply that vendors are on their own to succeed or fail. That ultimately, the only responsibility these leaders take for the vendors success was to hold the vendor accountable, but with no responsibility to help the vendor succeed. The great irony here is that vendors are always working at a disadvantage. Vendors are experts of their domain, but not the client’s domain. They start unfamiliar with their clients environment, politics, processes, and don’t have any beneficial relationships. Vendors and their personnel need more assistance to succeed than the internal team members, and their failures have the exact same impact on project success as internal team members.

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My point… It is critical to treat vendors and their personnel as you would internal team members; to cultivate their success. Vendors are funded, have broad industry relationships and their teams are vast. When things go south on a project, the vendor that feels a deep connection with their client leader and the project team is where you will get the majority of your “hail marry” plays!

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LEADING EXECUTIVES Project Executives are responsible for the successful completion of their Projects. Often, their bonus, next promotion and sometimes their continued employment depend on this success. Essentially, the executives bear the burden of all the Impediments, but are not directly responsible for solving the problems, overseeing or completing the work. Executives have the least amount of information about the workings of their Projects and rely on the competence of the Project Manager and team to complete the work. This reliance means that Executives must trust their teams’ recommendations for mitigating Impediments, and trust that the Project Manager has completed the due diligence and is confident that each recommendation will achieve its PURPOSE. Presenting an Impediment and its solution to the Project Owner or any executive is always stressful for them; if the Project Manager seems unsure or weak because they are busy acting like the sky is falling, they will completely undermine the confidence of the executive they are attempting to LEAD. The Leader sets the tone in every meeting. When you are informing the Project Owner of a problem and walking them through the solution, YOU ARE THE LEADER… Remember, leaders are Fearless, Irreverent, and Confident. Now, I am sure you know what Fearless and Confident look like, but Hollywood movies have given Irreverence a bad rap. I am in no way saying you should be rude, sarcastic or condescending to an executive. What I am saying is that you should not be reverent. Don’t give them 5 potential solutions and ask them to decided. You will be perceived as unsure when you have all the information. The executive has comparatively no information and no real basis for deciding, unless you LEAD them. When showing reverence people tend to talk quietly, bow their heads and defer to the person in charge. Reverence is NOT leadership. Be Irreverent in a warm, charming, confident way and never forget that you are the Leader, and you set the tone. Lastly, Project Managers are in the customer service business and are responsible for ensuring the success of the Project Owner, Executive Stakeholders, Vendors, Functional Mgr. and Team members assigned to the Project. You should never knowingly allow anyone to make a decision that will cause project failure. Using the protocols that follow, Project Managers should never take “no” for an answer and should not let anyone bully them into complacency – be it Project Owners, Project Team members, or even their Program Manager.

LEADERSHIP RULES OF ENGAGEMENT The First Ru le… The first rule of communication is that we don’t communicate with executives and stakeholders in project management mumbo jumbo. We Project Managers are highly skilled practitioners of a trade with a lot of complex tools, theory, and vocabulary that is specific to our field. Given that project management is a nascent and growing occupation, it isn’t surprising that we want to talk about the field’s intricacies and speak in its language. 180102 120VC PM Guidebook v 5.0 Chapter 2: Communication as a leadership tool

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Effective communication with executives is critical to a Project Manager’s ability to LEAD. Unfortunately, when a Project Manager attempts to teach project management theory and vocabulary to executives, they wind up creating barriers to their own success. Executives do not have the time nor are they interested in learning how to be Project Managers. Rather, they employ Project Managers to plan and manage projects, identify Impediment, plan mitigations, and then to communicate the essentials in terms they can understand so they can make informed decisions. Remember the 3B’s - Be brief, Be brilliant and Be gone. Communication breaks down when Project Managers don’t take the time to translate from project management mumbo jumbo to simple business terms. To provide unnecessary detail is a bit like a doctor describing the intricate biochemistry involved in a bone marrow transplant to their patient. A doctor knows that the patient doesn’t want to know nor do they have the education to understand all of the complexities and would simply end up confused and scared; the patient just wants to know if it will make them well, how soon, when treatment will begin and what the recovery will be like. Likewise, an executive faced with a project Impediment does not want to be schooled in project management. When Impediments arise, the Project Manager must be smart about how they communicate because these are opportunities to increase the executive’s confidence and to demonstrate Project Management skill and value. The proper role of the Project Manager is to help the executive understand the Impediment by describing it using plain, pertinent English. And it is vital that the Project Manager be able to answer the basic questions the executive will have about the Impediment: 1. What’s the problem? 2. What impact does it have on the end date and project cost? 3. What are you doing about it? 4. When will it be solved? In summary, in addition to learning to use all the complex project management tools, theory, and vocabulary, Project Managers need to learn how to communicate using the language of their clients. Speak in plain business terms with your executives about the impact that progress, lack of progress, and Impediments are having on your project end date and cost. The age-old axiom of 3-B’s in speaking applies here: be brief, be brilliant and be gone. A smart and effective Project Manager understands project Impediments in terms of theory and can easily identify impact using state-of-the-art tools, but also knows that to be truly effective, they must communicate with stakeholders in terms that they can understand.

The Psychology and Physiology of Stress When leading Executives (or any team member) it is important not only to realize the burden associated with their responsibility but to understand the psychology, and the physiology of stress. Executives know that most employees don’t stop by their office or call them to shoot the breeze. They have learned over time that when things are going well, they simply get a Project Status Report or an update in their Weekly Staff Meetings. 180102 120VC PM Guidebook v 5.0 Chapter 2: Communication as a leadership tool

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So, when Project Managers stop by or call, they immediately assume that they are being brought an Impediment. And… unfortunately, more often than not, the Impediment is not presented with a solution. Therefore, most executives assume that someone stopping by will result in a problem being dropped in their lap. This creates a stress response! And… being distanced from the work, they are not the most appropriate person to develop a solution, yet ultimately responsible. Over time, most executives develop a “learned response” to these visits called fight or flight. Fight or flight is most commonly referred to as: Defensive Stressed out Pissed Off If you have ever observed an Executive in any of these conditions you have seen an Executive in fight or flight. In fact, any time our heart rate hits 115 beats per minute or more, experts consider us to be in fight or flight. To the point… Fight or flight triggers a physiological response in the human body. In a nutshell, it causes 2 of the 3 brain centers to shut down and reduces the person to the emotional equivalent of an 8-year-old. Yes… That is correct. When a person gets defensive, stressed, pissed off, red faced or has a heart rate of 155+ BPM, they are reduced to a single brain center and the emotional equivalent of an 8-year-old. The Project Manager’s job is to understand this and effectively LEAD them through these situations to ensure the decisions made are in the best interest of the Executive, Project Team and the Project. To do this effectively, create the following conditions: 1. Be prepared to crisply outline the problem and confidently walk them through the solution you have chosen. 2. Make it feel safe, Be Cool Honey Bunny. 3. Bring your Fearless, Irreverent Confidence. 4. Get straight to the point. Don’t ask them how their weekend was, they know why you are there. 5. Be brief, Be brilliant, Be gone (3-B’s).

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Situational Leadership

The problem with leadership is that it’s super popular! The truth about leadership is not every situation needs leadership. Leadership is only necessary when change is eminent or desired. Situational leadership is understanding “how much” and “what kind” of leadership is best for a situation. Asking someone to pick up the copies at Office Depot on their way into the office requires zero leadership skill, because there is no emotional impact. Telling that same person that their job has changed because of a company reorg, requires a ton of leadership because their world changed. When we talk about situational leadership we need to start by understanding Professors Albert Mehrabian’s Communication Model. The model above depicts the amount of emotion we can pick up from words, tone of voice and body language. When it comes to leadership, understanding how people are feeling is important. It’s also important for our followers to see and hear how we are feeling. They want to know if we are being sincere, if we care about them, etc. These emotions are mostly conveyed via tone of voice 38% and body language 55%. On the right side of the model above, we have taken the % of emotion conveyed by each communication vehicle and turned that into a model for Leadership Effectiveness. If you need something simple done, like picking up the copies on the way into the office, email or text message will suffice. If you need to lead someone through a change, you will only be able to perceive 45% of what they are thinking/feeling over the phone. And in turn, they will only be able to perceive 45% of what you are thinking/feeling. Face to face will always give you the best chance of effectively leading your team members. The model above can be used to assess a situation and then employ the communication vehicle that will achieve the best results. Remember, the more emotional the situation, the more leadership is necessary.

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Perception is 100% Reality Now, I am the first to admit Project Management can be frustrating is not for sissies! After planning, the Project Manager does nothing but identify and work to mitigate Impediments. Remember, Impediments aren’t just for special occasions! A project with no Impediments could be managed in a few hours per week or by any runof-the-mill manager… The world wouldn’t need Project Managers. The good news is… Managing Impediments is what Project Management is all about. It is important to remember that when dealing with Executives you are dealing with human beings. In fact, you are dealing with a person that is detached from the work and frequently doesn’t have the opportunity to observe your interaction with their customer and the rest Project Team. Therefore, Executives derive most of their impression about your performance during your face to face interactions. **Key Point: An Executive will assume that the way you behave in their presence, is the way you behave with their customer and the Project Team. As a Project Manager you are responsible for the success of others, it is not unusual for Project Managers to develop a close working relationship with their Project Executives. It has become a Corporate American phenomenon to occasionally have an off the record venting session with your boss. In fact, the ability to do this is coveted, and when allowed, is perceived as the pinnacle of a good working relationship. DON’T DO IT! No matter how close you are to the Project Owner or Project Executives, this will result in the perception, consciously or unconsciously, that you DON’T have everything under control! Doubt will creep into their minds and could undermine your ability to LEAD them through fight or flight. If you need to vent, get a therapist! Or vent to your loved ones… Never forget, the only reason a Project Manager communicates is to LEAD.

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“Can Do Approach” When speaking at conferences and to my client’s team members I will frequently ask the audience to raise their hands if they have a “Can Do Attitude.” Almost everyone raises their hand... Ironically, there is a difference between having a can-do attitude and demonstrating a can-do attitude. We call it taking a “Can Do Approach.” 120VC is in the business of project management and is hired by its clients to plan, execute, and complete their projects. Accordingly, 120VC needs to be a results-oriented, "can do” organization. Our approach, thought processes, and communications should always be predicated on what CAN BE DONE, NOT on what cannot. That said, there seems to be some disparity between the number of people that raise their hands at my talks, and the number of people that demonstrate a can-do attitude in the work place. I rarely attend a client meeting where direction for the future is being laid out, that the group doesn’t immediately start sharing their concerns or their perception of the numerous obstacles to its completion. It’s like they are playing a game called “lets identify all of the ways this idea can fail.” This is not only frustrating to the person explaining the future direction of the team, but it creates fear, uncertainty and doubt. It often makes them feel that the team members they are speaking too are not capable of succeeding. Let me acknowledge that there will always be obstacles to the completion of every request or assignment. And, that those people in the room identifying and articulating the obstacles are engaged in the critical thinking/problem solving necessary to develop a solution. The problem is: 1. The solution is not going to be developed then and there. 2. The person laying out the direction or their expectations is probably an executive that won’t participate in the process of developing the solution. 3. The meeting participants are going go away to develop a solution and leave the executive alone, feeling like the team has already declared failure. A can-do approach to the same situation would have team members living the spirit of the following meeting tenets: 1. Participate by stating possibilities and not obstacles. 2. Don’t speculate, participate by stating facts so the group can make good decisions. 3. Listen intently to questions being asked and be sure to respond to the questions in context. 4. Respond to statements made or direction given by explaining how you understand it. 5. Offer counter direction or an alternate proposal only after executing rule #4. 6. If you have a concern, participate by asking questions in the pursuit of possibilities. 7. If addressing a mistake focus on developing an approach to a better future outcome. Focus the conversation on what the team will do next time. 180102 120VC PM Guidebook v 5.0 Chapter 2: Communication as a leadership tool

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__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


Following these 7-steps will ensure you have the clarity necessary to leave and develop a solution, or execute against the strategy presented. It will also ensure the executive is clear about what you understood, and will feel confident that you can succeed. These tenets allow you to ask clarifying questions, challenge assumptions and suggest alternatives without creating fear, uncertainty and doubt. If after leaving the meeting and working with your team you find an obstacle that can’t be overcome, your clarity will allow you and your team to come up with an alternate proposal. The can-do approach taken in the meeting will give you the credibility necessary to share the alternate proposal and use the obstacle identified to substantiate it. In summary, responding to an idea by sharing the perceived obstacles without also sharing a solution to moving the initiative forward will create fear, uncertainty and doubt. However, using obstacles to substantiate a crisply outlined plan will only create confidence and… Is how you demonstrate a can-do attitude.

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HANDLING EXECUTIVE REQUESTS – LEADING UP Management by the Rules – Not by Exception Although there is at least one exception to every rule, it is impossible for anyone to manage by exception. When an executive makes a request, or outlines a new policy or procedure they understand that exceptions will occur, but rely on everyone to do what they can to succeed. When a Project Manager responds to a request or new policy with all the reasons it can’t be done, this only serves to create fear, uncertainty and doubt, and the executive must assume failure. I see this all the time in meetings and I’m thinking “Does anyone think the executive is going to say… Your right, why bother?” The unfortunate part about responding to an executive request this way is when failure occurs, the executive will never believe you did everything possible to ensure success. Why would they, you previously undermined your credibility by telling them you were going to fail, and ignoring the “Can Do Approach”. Then, if by some miracle you deliver what was previously communicated as impossible, it only pisses the executive off. Because they have already experienced the emotional failure associated with your initial response. Remember, creating fear, uncertainty and doubt is not the way to develop credibility with an executive. In summary, Project Managers aren’t fortune tellers! We are there to rally the subject matter experts and focus them on figuring out how to accomplish really hard things. The best approach to dealing with a request that seems doomed to failure is to rally the troops, inspire them to work as hard as they can and provide updates to the executive frequently. Be the Project Manager that always has things under control; that always supports new process and is perceived as the one that can accomplish anything. That Project Manager survives failure because the perception is that, if anyone could have done it… It would have been you!

Managing Expectations Effectively The commonly used approach to manage expectations by responding to a request with a description of the obstacles to lower the executive’s expectations is counterproductive. While it may or may not lower the expectation, it will frustrate the executive and lower their confidence in your ability to succeed. Don’t Do It! To manage expectations effectively, there are 3 steps to credibility. 1. Ask questions to understand what the executive wants and why they want it. 2. Paraphrase the executive request to demonstrate it was understood. 3. Express compliance with a “You got it”! Or… “No Problem”!

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__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


If, after leaving the meeting, you find a request cannot be accomplished as directed, determine and solidify an alternate approach. Once you have a plan, provide an update to the executive and use the obstacles identified to support the logic behind your new approach. Why this works… The 3 steps to credibility drives clarity. When you finally restate something that sounds like what the executive asked for, they will confirm you are clear. When you leave the meeting, the executive is positive that you understood what they want (their expectations). And, you are pretty sure you are clear on their expectations. Since, everyone knows that a Project Managers job is to work with the team to develop a plan to accomplish the “what” and the “why”, there is no reason to push back on the executive’s expectations at this point. The beauty of the 3 steps to credibly is that it positions you to effectively LEAD the executive if you end up having to recommend an alternate approach. Because you made sure the executive was clear that you understood their request, they will be inclined trust that you wouldn’t propose an alternate solution, if the original request could be accomplished. If you hadn’t followed the 3 steps to credibility to ensure the executive was positive that you understood, they might perceive your alternate proposal as not clearly understanding the original request. This might cause them to feel frustrated with you. They will probably be less open to your alternative and spend valuable time re-explaining the original request. Can you say “awkward?”

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__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


DELIVERING EXECUTIVE STATUS – LEADING OUTLOUD Presenting Project Status At the end of each week, you will prepare and distribute a Project Status Report. If required to present Project Status in a meeting you should communicate exactly what was written in the Status Summary section of the Project Status Report. If any major accomplishments or Impediments have occurred since your last published status they should be included, but do not incorporate any late breaking news! If you have just been notified about an Impediment, but have not had time to identify the Impediments Late Date, develop a mitigation plan and if necessary send an FYI to the Project Owner. The Impediment should not be communicated until those steps have been taken. Be Cool Honey Bunny! To best present the project status, it should be ordered and structured as follows: 1. Provide an update on the Project Health. If your Project Health is not green, provide an explanation of the Impediment to your Project End Date and Cost; include the steps you are taking to solve the Impediment impacting the health with resolution dates if they are available. 2. Describe the accomplishments that moved your project closer to completion since the last status report was published; include any pertinent next steps. 3. Describe the remaining project Impediments; include the steps you are taking to solve them with resolution dates if they are available.

Providing Updates on Requests Project Managers may choose to provide mid-week updates on activities to an executive, especially if the Project Manager perceives the activity is at risk of failure or the deadline will be missed. In this scenario, the Project Manager wants to ensure the Project Team is perceived as working as diligently as possible and give the executive the opportunity to weigh in at every stage, and if possible, affect the outcome. When providing updates in person or via email, they should be structured like the Status Summary section in the Project Status Report. The major difference between reporting on activities and Project Status is that it is unnecessary to provide an update on the Project Health. As the PURPOSE of communication is to LEAD the project closer to completion, the Project Manager wants to avoid creating fear, uncertainty and doubt. When providing mid-week updates to executives address the following: 1. Describe the accomplishments that moved the activity closer to completion since the last update; include any pertinent next steps. 2. Describe the Impediments impacting progress; include the steps you are taking to solve them with resolution dates and times if they are available.

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**Key Point: Any risk of failure or on-time completion will be obvious in the progress being made or lack of, and the description of Impediments. As each Impediment will be associated with a plan of attack, the executive will get a sense of what the team is DOING to complete the activity. To be clear, there is no reason to describe what “isn’t progressing” or status on the potential for failure. Just focus on the progress, Impediments and their solutions and… Be Cool Honey Bunny!

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


NOTIFYING AN EXECUTIVE OF AN IMPEDIMENT – COVERING THEIR 6 Project Executives receive hundreds of emails every day and attend back to back meetings from dawn till dusk. They can be difficult to track down and even if you find them, they are usually in a meeting. Project Managers need a reliable way to notify their Project Executives of a critical Impediment and their plan to mitigate it. The FYI and Escalation exercise allows a Project Manager to accomplish the following: Immediately notify a Project Executive of an Impediment that has potential to impact the Project end date and cost. Complete due diligence with the Projects subject matter experts and select the best possible solution. Vet the solution and your messaging with your Program Manager, and… Prepare to LEAD the Project Executive in a face to face or near face to face discussion.

Scheduled or Defined Communication Overview Scheduled or Defined communications include any communication that is produced at regular intervals or previously defined, such as – but not limited to – meeting minutes, weekly Budget Reports, weekly Project Status Reports, and other project-specific communications outlined in the Communication Plan. Scheduled or Defined communications, like the Project Status Report or meeting minutes, should never be where the Project Owner first learns about a critical Impediment. Critical Impediments should be communicated to an executive with an FYI or Escalation as described below.

FYI & Escalation Overview The FYI and Escalation are essentially the same; both are used to notify the Project Executive/Owner about a new critical Impediment and the best possible solution. The FYI is used when the solution to an impediment has been assigned to a Project Team Member. The Escalation is used when the resolution of an Impediment needs to be assigned to the Project Owner or executive. When assigning the solution of an Impediment to the Project Owner make sure it is appropriate to the Project Owners role. The Project Owner would NOT be responsible for solving a technical Impediment, but would be the correct person to solve a political Impediment with a peer or obtain funds to solve an Impediment. These notifications are intended to be sent via email to ensure the Project Owner is notified as soon as possible, and allow the team to begin working on a solution without the need to track down the Project Owner. However, recognizing the Psychology and Physiology of stress, it is best for the Project Manager to track down and have a face to face discussion with the Project Owner as soon as practical after sending the notification. 180102 120VC PM Guidebook v 5.0 Chapter 2: Communication as a leadership tool

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Publish an FYI or Escalation 

Obtain Program Manager Approval to Send the FYI to the Project Owner

1. Address the email to your Program Manager. 2. Enter the email subject in the following format: FYI - Approval Required: [Meaningful Subject] For Example: FYI – Approval Required: Novelty 6.0 Configuration Impediment 3. Enter a note in the body of the email requesting your Program Managers approval to send the following FYI or Escalation to the Project Owner. 4. Enter a simple description of the Impediment and the solution you have decided to implement. **Key Point: It is important to substantiate or “sell” the solution. It should be clear to the Program Manager why the solution you selected is the absolute best approach; especially if this is an Escalation with the solution being assigned to the Project Owner. Also, remember the 3B’s - Be brief, Be brilliant and Be gone. Keep it short! 5. Send the FYI to your Program Manager and then stalk them until you obtain approval to send the FYI to the Project Owner. 

Publish the FYI or Escalation to the Project Owner

1. Address the email to the Project Owner and your Program Manager. 2. For an FYI, enter the email subject in the following format: FYI – No Action Required: [Meaningful Subject] For Example: FYI – No Action Required: Novelty 6.0 Configuration Impediment **Key Point: The subject line of the email communicates that “no action is required” of the recipient because the Project Manager has already developed, selected and set the Project Team to the PURPOSE of implementing it. 3. For an Escalation, enter the email subject in the following format Action Required: [Meaningful Subject] For Example: Action Required: Novelty 6.0 Budget Impediment 4. Make any changes requested by the Program Manager and reformat the email for publication to the Project Owner by removing any reference to the Program Manager or the previous publication. 5. Click Send

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Complete an In-Person FYI or Escalation Immediately track down the Project Owner. As this is your opportunity to begin developing the credibility necessary to LEAD the Project Owner as well as overcome their trained response to fight or flight, it is important to remember the following: The Project Owner has learned that the Project Managers arrival could mean an Impediment is about to get dumped in their lap. The likelihood that the Project Owner will immediately go into fight or flight is high. The Project Manager needs to LEAD them through it. That effective LEADERSHIP in a high stress situation requires the Project Manager to be Fearless, Irreverent & Confident. Fear or reverence will be perceived as uncertainty and undermine the Project Owners confidence in the solution selected by the Project Manager. To deliver the face-to-face FYI or Escalation complete the following: 

Put the Project Owner at ease by letting them know you don’t need anything from them.

**Note: Skip the above step if delivering an Escalation. 

Let them know that you are there to inform them of a solution the team is implementing or needs to be implemented to solve a critical Project Impediment, and…

That you have everything under control!

Now that they are listening… provide a brief description of the Impediment and the solution being implemented. Remember the 3B’s - Be brief, Be brilliant and Be gone.

After asking you several questions to ensure you have done your diligence, there is only two possible outcomes to this meeting: 1. The Project Owner will thank you for being on top of the Impediment and let you proceed, or… 2. The Project Owner will disagree with the solution and invest in you by explaining how it should be handled. Either way, you will be perceived as a LEADER and on top of your Project. The Project Owner will be pleased that a problem wasn’t dumped in their lap and over time come to trust that you will consistently bring solutions, reducing the stress otherwise involved in these encounters. Lastly, in either scenario the Project Owner is invested in the solution and will feel everything was done to mitigate the Impediment regardless of the outcome.

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OVERCOMING RESISTANCE TO PROJECT MANAGEMENT BEST PRACTICES In my experience as a Program and Portfolio Manager, I have found that most Project Managers agree on the basic Project Management deliverables that need to be completed, but few understand the PURPOSE of each exercise. Even fewer can articulate the benefits of these deliverables to our consumers. This presents a challenge to the Project Management community at large as well as to the individual Project Manager. When you aren’t clear about “why” you are doing something, you won’t achieve the intended benefits. Your consumers will perceive the exercise as process for the sake of process, and they will be correct! This lack of clarity creates two problems for the Project Management Community: Consumer resistance to Project Management best practices, and… Consumer definition of Project Management best practices. When a Project Manager is told not to use a standard Project Management tool on a Project, the Project Manager needs to be able to overcome the request by educating the individual on how the tool benefits them. Instead, Project Managers are constantly being told by consumers that Charters aren’t necessary or to rate the Project Health Green instead of Red. This is tantamount to a patient asking a doctor to customize their open-heart surgery. A doctor would just laugh. Sadly, in the name of customer service, most Project Managers would give in and allow the consumers to choose our tools and define our best practices. This is done because most Project Managers have received their Project Management training from the organizations they serve instead of seeking formal Project Management training from organizations renowned for their Project Management acumen. Why should it surprise anyone that a Project Manager that received their only Project Management training from a pharmaceutical, manufacturing, or entertainment company doesn’t know what they are doing? It is no longer simply enough for a Project Manager to know what to do. Project Managers need to be able to explain the value of their tools and deliverables to the consumers they serve. Otherwise we will continue to have our potential for success limited by our consumers who are not the experts! When a consumer tells you not to use a tool, it is because they don’t understand the value. If the Project Manager responds by informing them it is required by their employer or a requirement of their internal Project Management Methodology, all the consumer hears is… You don’t know what the value of the tool is either! Good luck convincing them to allow its use. The steps to complete the Project Management deliverables necessary to LEAD a Project to completion can be found in the pages of The Guidebook. The value of each of these exercises is also outlined. Please take the time to learn the PURPOSE and value of each of these exercises so we can educate our consumers and eventually mature the Project Management profession to a point where our consumers believe WE ARE THE EXPERTS.

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__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


TEAM COMMUNICATIONS Working with Resistant Team Members Every situation, team member, and Project Manager is unique, so there is no single way to successfully work with resistant team members. However, there are some general principles that should be followed. First! Operate under the premise that they aren’t resisting, they just can’t keep up. Or they are caught in the middle of organizational politics and are just reacting… Try to empathize, because you really don’t have any idea what is going on in their world. And, feeling frustrated with them won’t help you. Then build rapport! Recognize that building relationships is just as important, if not more important, than defining the tasks in the Work Plan. The Project Manager that just shows up, defines, plans, and drives accountability is not the Project Manager the team pulls a “Hail Mary” for. Taking a few minutes each day to get to know your Project Team (professionally), and making sure to grab lunch with them as often as possible will go a long way in LEADING them to success when the heat cranks up. A Project Team that eats together succeeds together! If developing relationships fails to work with a particular project team member, always take the high road, never bully or abuse your position/authority as the Project Manager, and always show humility and sympathy in your approach. Remember, bullying will only ever result in greater resistance. Ask them for help! Discuss the impact that their lack of focus is having on the overall health of the project and therefore on the team. Asking for help is very powerful as most people given the opportunity want to feel like the hero! After asking for help, use the two most powerful words in the English language to achieve cooperation… “I need”. Explain very clearly what you need from them to get their assignments and the project back on track. Give them the opportunity to be the hero instead of the obstacle! Explain your next steps if the two of you can’t agree on a solution; that you will need to launch progressive Escalations until a solution is provided or the Project is canceled. Most people will understand cancelation of the Project is unlikely! When escalating, do not make inflammatory problem statements. Instead, state the facts as they relate to their assignments and the health of the project. Assume that the person is not responsive to their assignments because they are tied up with competing priorities. Go as far as to make excuses for the person as needed. Avoid provoking defensive reactions from the Functional Mgr. at all costs, and outline very clearly the solution necessary to get the Project back on track.

5 by 5 in 24 If a project team member is not responsive to a critical request made by you within 24 hours – regardless of the form of the request – initiate a “5 by 5” over the next 24 hours to roust them into action and/or to create the paper trail that will be required to effectively escalate to their Functional Mgr. and the Project Owner if necessary. 180102 120VC PM Guidebook v 5.0 Chapter 2: Communication as a leadership tool

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Keep in mind that the PURPOSE of the 5 x 5 is to get a Contributor to respond to a critical request. As most of the Team members assigned to your project are working on other Projects as well as keeping up with their operational responsibilities, there are quite a few skilled Project Managers vying for their attention. The 5 x 5 makes it clear you have a critical request and gives them the information they need to prioritize effectively. In addition, as the Project Manager reviews the 5 x 5 with the Functional Mgr. and Team members when vetting the Communication Plan, each knows that when you get to 5, your next step is to escalate. To execute a 5 x 5 complete the following: 

Call the project team member, leave a voicemail message, and immediately send an email to the project team member explicitly stating that it is a follow-up to the phone call, thereby creating a time-stamped paper trail of the call.

If you have not gotten a response from the project team member after two or three hours, call the project team member again, leave a second voicemail message, and immediately forward the previous email from the Sent Items folder in your email. Be sure that the previous email is included as text and not as an attachment and add a reference to the most recent call, thereby continuing the paper trail of your efforts to contact the project team member.

Repeat until either the project team member responds or until you have made five calls followed by five emails in the course of a 24 hour period, all of which are documented and time stamped in a single email thread.

If you have not gotten a response from the project team member after completing the “5 by 5,” complete an FYI to the Project Owner and then begin a second “5 by 5” to the project team member’s Functional Mgr.

This second round should be in the form of an Escalation, asking the Functional Mgr. to intercede with the project team member, and should be copied to the project team member, the Project Owner and your Program Manager.

After your first call to the project team member’s Functional Mgr., continue the paper trail by returning to the Sent Items folder in your email client to find the last email in your “5 by 5” chain to the project team member. Forward the completed “5 by 5” as text and add a reference to your most recent call to the Functional Mgr.

Repeat until the Functional Mgr. responds or until you have made five calls followed by five emails to them in the course of a 24 hour period, all of which are documented and time stamped in a continuation of the previous “5 by 5” chain.

In that case, email an FYI to the Project Owner and then begin a third “5 by 5” to the Functional Mgr.’s manager as described above.

As noted in the previous section, be sure to take the high road when escalating. Do not make inflammatory problem statements State the facts as they relate to the delivery and health of the project Assume that team members have not responded because they are tied up through no fault of their own 180102 120VC PM Guidebook v 5.0 Chapter 2: Communication as a leadership tool

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Make excuses for team members as needed, and… Avoid provoking defensive reactions at all costs while making it clear that you will continue to escalate until the work is done or someone with the requisite authority cancels the project.

Project Team Quick Reference Guide At 120VC, we take on multi-million-dollar projects with large global teams for our clients, and not one single member of these project teams works for us! They are either employees of our clients or other vendors participating in the projects. We have mastered the ability to inspire action, without any official authority; to LEAD highly complex projects to completion without leaving any time or money on the table. We succeed because we understand that effective communication is our ONLY leadership tool. And… that there is a huge difference between a clear communicator and an effective communicator. We measure effective communication by our outcomes. We believe that our Project Managers communicate for the sole purpose of ensuring our project teams are wildly successful! To that point, our Project Managers need to educate our Stakeholders about the purpose and expectations associated with each of the standard communication methods used during a Project. In a matrix world, Project team members are assigned to multiple projects at the same time and live in a constant state of competing priorities. The Demand Management best practices in the Project Team Quick Reference Guide gives project team members the information they need to: •

Easily identify the highest priority on a single project.

Easily prioritize tasks and impediments across their projects, and...

Identify and stage critical tasks in advance and work the tasks/impediments that would have the highest impact on the project end date and cost first.

The Demand Management techniques in this guide give the Project Manager and their team the information necessary to ensure: •

Their projects (legitimately) rarely turn yellow or red.

Their project team members have easy to understand criteria for prioritizing assigned tasks and impediments.

Their functional managers have easy to understand criteria for prioritizing and leveling assigned tasks and risks across their team, and…

The level of rapport necessary to get a hail marry play from their project team members without ever having to ask for it.

The Project Team Quick Reference Guide is available as a stand-alone flip book and can be provided by any 120VC Program Manager. Giving these flipbooks to your project team and reviewing them with each of your Project Stakeholders will lead to better outcomes, greater team member success, and extraordinary leadership.

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EMAIL ETIQUETTE At this point there should be no doubt in your mind that we communicate to “LEAD”! Therefore, I want to take a moment to cover how communication is received and how different communication mediums are more or less effective as leadership tools than others.

Studies show that written words only make up 7% of the communication process. When you add inflection you increase the effectiveness of your leadership ability by 38%, and when communicating face to face you reach 100% of your leadership potential. Email only allows for 7% effectiveness when attempting to influence the outcome of a situation and therefore should only be used for logistics. Communicating times, dates, locations, etc… Never to diffuse, communicate or solve a problem. Those situations require 100% of your leadership ability. With this in mind, the following sections outline some email etiquette that you should consider.

Rule of 3 Exchan ges Whether conscious or unconscious email is the biggest procrastination tool at our disposal. When someone sends an email, the receiver understands that a response is required in a reasonable amount of time, but they are not generally required to respond immediately. Therefore, there is lag time between the original email and a response where the sender is playing the waiting game. If the receiver responds with a question, clarification or a response that is inadequate to the request, there will be time lost before the original sender even gets around to reading it, then another email is sent and the waiting game continues. The rule of 3 is simple and ties directly to the primary mission of a Project Manager. If the primary mission of a Project Manager is to move a Project forward as aggressively as possible leaving no time or money on the table, playing the waiting game is bad project management. Therefore, the rule of 3 requires the Project Manager to pick up the phone or engage in face to face communication after three email exchanges. 180102 120VC PM Guidebook v 5.0 Chapter 2: Communication as a leadership tool

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(1) Send your original email, (2) receive and review the response, if an additional email is required, (3) craft and send it. Crafting the third email and sending it prepares you to communicate more effectively when you pick up the phone or engage face to face. However, as soon as you hit send on the third exchange, pick up the phone or get on your feet!

Email War is No Bueno As email only captures 7% of a senders intended message, our internal filters add significantly to our interpretation of what we are reading. I don’t know anyone that hasn’t misunderstood a sender’s intent and become emotional only to find out that the sender meant no harm. When this happens people sometimes fire back a response that starts a fierce back and forth email war that escalates until someone takes the high road and picks up the phone. This is not only procrastination at its worst, but very passive aggressive behavior that a leader can’t afford to indulge in. If you receive an email that makes you emotional DO NOT respond. First practice a little “Be Cool Honey Bunny”, and give the sender the benefit of the doubt. Then when calm, pick up the phone or engage in a little old fashion face to face to lead the situation forward. Even if you find out the sender did intend to offend you. Indulging your ego (the 3 year old inside you) will not serve you as a leader, and will not help you move your project forward as aggressively as possible.

No CC’ing Without Clar ification It has become standard practice in corporate America to copy or “CC” when sending emails. Ostensibly this is to keep people in the loop and/or to turn up the heat on the addressee. However, if CC recipients do not understand the context of the email, receiving a copied email will confuse them and leave them uncertain about what they are supposed to do with the information they have received. And it will most certainly cause executives to become anxious. Keep people in the loop by placing everyone that is receiving the weekly status report on the To: line. Don’t copy anyone or create a “stand-out” by placing someone on the CC: line. This just causes people to wonder why someone is on the CC: line and can create unnecessary work for the Project Manager. This dissonance deters focus from Project work and gets in the way of moving the Project forward as aggressively as possible. Address the need to copy an executive to turn up the heat on a project team member by contacting the executive before you CC them, explain the results you need to obtain from their team member, the support you need from them to help the team member achieve greater success, and ensure the executive supports the solution being proposed. Then when the email goes out with the executive on the CC line, the Project Manager is assured of the desired result vs. an embarrassing email string where several adults seem to be in a public cage fight.

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Another way to ensure you get the result you need without picking up the phone, is to clarify what you need from the person you just added to the CC line in the email. It’s really easy to add an “@Name of Person on CC line” to an email and then explain why you have added them, and clarify the outcome you are seeking. In summary, copying people without clarifying the outcome you seek is not leadership, it’s reckless. Any communication that leads to confusion is a failed attempt at leadership and certainly doesn’t serve to move your project forward. Add people to email strings and CC responsibly!

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CHAPTER 3: FIRST DAY INSTRUCTIONS

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INTERVIEW THE PROJECT OWNER The first thing Project Managers do on every Project is complete an interview with the Project Owner to find out what they want their Project to change in their organization. The information gathered in the initial interview helps determine the duration for Project Planning and is used to develop the Project Charter, Roles Matrix, Communication Plan and Work Plan. The Interview starts out with the Project Owner sharing all of the things that need to happen to make their vision a reality. They will continue to explain what they want to achieve until they feel they have clearly communicated the Who, What, Why, When and the How. When the Project Owner finishes explaining, that is the moment the interview starts! At this point, there is no way the Project Manager knows as much about the Project as the Project Owner, because the Project Owner explained the Project from their perspective, from their seat in the company, with all the history and domain knowledge that comes with that seat. The only way for the Project Manager to create a plan that will deliver something that mirrors the vision in the Project Owners head, and lead that Project to a successful completion is by learning everything the Project Owner knows. Begin the interview by asking questions as if you were going to build this with your own bare hands. Ask questions to develop a deep enough understanding of the Project Owners vision that you could answer any future question about the Project without having to seek clarification from the Project Owner. In a sense, you want to be able to do the Project Owners job, answer all questions and effectively make all future decisions that accurately create the picture that is in their head. The best way to do this is by using active listening techniques. When the Project Owner stops talking, paraphrase back your understanding of what they shared. This will allow them to clarify points that aren’t in alignment and improve the quality of the picture that is developing in your head. Paraphrasing also communicates the points that you understood accurately and will earn you the credibility to challenge their vision if necessary for the sake of a better outcome. The active listening formula: •

Find opportunities to paraphrase your understanding of the Who, What, Why, When & How of the vision. Don’t be afraid to learn that you didn’t see it correctly. If the Project Owner clarifies you are making progress!

Ask “Why” a lot! Ask questions to understand the reason, the history, and the benefits behind the Who, What, When and How.

Ask open ended questions; questions that require more than a yes or no answer. Get them to describe instead of just getting an answer.

Challenge assumptions and become the architect. Think beyond the description given and see if you can think of something important to the vision that hasn’t been addressed. Then ask questions like “have you considered..? ” or “what if this happens..?”

DO NOT ask questions attempting to look smart or because I am telling you to ask questions. If you don’t have a question or a challenge, then you don’t! When you don’t have any more questions, it’s time to conclude the interview.

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The exercise of active listening will help you develop a deep and comprehensive understanding of the Projects vision and… Will force the Project Owner to think more deeply about the Project than they had previously. This exercise almost always causes their initial vision to evolve into something crisper and more beneficial for their organization. This evolution of thought through active listening is what LEADERS do. We lead people, we help them see things differently for their benefit. We lead them to better conclusions and ultimately help them REACH for their potential. During the interview, you will make a first and lasting impression. If you are going to lead the Project Owner and Team to success, it is important that you establish yourself as a Leader and not simply a note taker. As you are gathering information be mindful of the sections of your Charter as well as the information you will need to complete the Roles Matrix, Communication Plan, and Work Plan. In this fashion, you can create a mental checklist of questions that need to be asked. When the meeting concludes the Project Manager must have ACCOMPLISHED identifying the following: 

What the Project Owner wants to achieve

The high-level accomplishments

The reasons the Project is necessary

The Key Players 1. The Customer 2. The Executive Stakeholders 3. Functional Mgr. & Team members 4. Vendors

The locations involved

The work completed to date

The funds spent to date

The financial approval process

The political rivalries

A contact list

The standard deliverables required by the client’s methodology

And… It wouldn’t be a Project if someone hadn’t already completely fabricated and committed all the way up the food chain a completion date and budget, so be sure to identify 

The estimated finish date, and…

The estimated budget

When you have completed the meeting 

Inform the Project Owner that you will be scheduling a meeting for the following week to review the Planning Schedule and obtain their approval.

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Capture all the information gathered in meeting minutes and publish within 30 minutes following the meeting and no later than close of business the following day.

Wisdom comes with experience… When you start a Project, it is likely that work has started. Most Project Managers feel that ideally, no work should start before planning is complete. However, as starting the work is all anyone wants to do anyway… Don’t fight it! Just be sure that your focus is on completing the Planning deliverables and that you DO NOT take ownership of the work in progress until you have established your Planning Documents and completed the Kick-Off meeting. Your weekly Project Status Meeting should focus on the progress of Project Planning. The Project Manager can obtain and include an update on the work in progress in the status summary section of their Project Status report, but should not participating in or track any tasks or Impediments related to the work in progress. Be sure to obtain Project Owner approval of this approach and capture that approval in meeting minutes. With Project Owner approval of this approach, there is no reason that the folks in the client organization can’t complete work that will eventually be in the Projects Scope. In fact, it shows a level of flexibility in the Project Manager and implies an understanding of the underlying pressures in the client organization that will serve you well during the Project. To schedule the Initial Project Owner Interview, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Initial Project Owner Interview template.

Setup an invite in Outlook for 1 – 2 hours and invite the Project Owner and your Program Manager.

Format the subject line as follows: Initial Project Owner Interview – [Project Name]

Input a conference room into the location field that you have previously reserved.

Include the following agenda in the meeting request. Agenda

Owner

Time Allotted

P. Manager

20 min

P. Manager

10 min

P. Manager

10 min

P. Manager

10 min

P. Manager

5 min

P. Manager

5 min

Identify what the Project is intended to achieve, the required high-level accomplishments and the reasons for the Project. Identify the Key Players (Owner, Executive Stakeholders, Functional Mgr., Team members, and Vendors) Identify technologies selected, infrastructure & application requirements, locations, and users affected Identify the standard deliverables required by their methodology Identify Constraints (Politics, Schedule, Budget) Identify any constraints associated with the timeframe available for Project Planning

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CREATE THE PROJECT EFOLDER Maintaining the Project eFolder as outlined in each of the Chapters is critical to facilitating the Weekly Project Reviews, ensuring the project can be easily transitioned if the need arises and ensures that the Project documents are always ready for turnover in the event the Project is canceled early. Also, maintaining the Project eFolders throughout the course of the Project allows the Program Manager to progressively ensure that each document produced on behalf of the Project will serve the client as legacy documentation when the Project is complete. 

Create a folder on your local hard drive in your “Documents” folder and name it “Projects.”

Download the folder named “Templates” from ShareFile or unzip the folder from the file that you downloaded when you purchased your guidebook. The zip file will contain 3 folders names “Outlook Templates,” “Project eFolder Structure,” and “Project Templates.” Copy all 3 folders to the folder you previously created named “Projects” on your local drive.

Make a copy of the “Project eFolder Structure” and rename it with your project name. For Example: Global Information Security Project

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BUILD THE CONTROL LOG Control Log Over view Project Managers use the Work Plan to manage all “Planned Tasks.” The “Unplanned Tasks” and Impediments that emerge during a project must also be managed, the Control Log is the tool that is used to track them. Together the Work Plan and Control Log are used to track 100% of the project work and should be the only tools used to do so. Once planning is complete and the Work Plan is baselined, it is not unusual for a Project team to identify “additional tasks” necessary to complete the Project. These tasks aren’t additional scope, they are just tasks that were missed during planning and need to be executed prior to starting a task that was included in the Work Plan. In addition to the overlooked tasks, solving Impediments usually requires the completion of several tasks that weren’t included in the Work Plan. These tasks are also “Unplanned Tasks” and need to be monitored and tracked in the Control Log. Anything that slows the planned progress of a task in the Work Plan, causes it to fall behind or has the potential to cause the task to be late is an Impediment. All IMPEDIMENTS should be logged and include the “Late Date” associated with the task it is impacting. The Late Date is the latest an Impediment can be solved before it will begin pushing the Project’s end date one day for each day it goes unresolved. The Project Team uses the Late Date to prioritize their Impediments and substantiate the best possible mitigation strategy. If a Project has more than a single Impediment to resolve on any given day, the one that will begin impacting the Projects End Date and Cost first is the #1 priority. **Note: Microsoft Project automatically calculates The Late Date if the Work Plan was built following the 120VC Work Plan Rules. Following the Work Plan rules will ensure it has a critical path. When a Project Team is working to define the best possible mitigation strategy for an Impediment it is critical that they employ the “Rule of 10”. The rule of 10 requires that the Project team come up with 10 possible solutions for each Impediment. Coming up with 10 solutions will ensure the following: •

The Project Team has truly done their diligence which will allow them to confidently defend the “best” solution they present to their Project Stakeholders.

Eliminate any possibility of missing a game changing solution.

Ensures that there is no question that the Project Owner can ask about “other possibilities” that the Project Manager can’t speak to, because all potential options have been identified and assessed. This is called “due diligence.”

Studies show that when developing solutions, the first few come quickly and are based on our past experiences. This is called “anchoring” or “focalism”. The problem with basing solutions for a current Impediment on a past Impediment is that the situation is never exactly the same.

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Once you have identified 10 possible solutions, you can use the Late Date to help select the best one. Knowing how long the Impediment can go unsolved before it starts impacting the Project end date and cost allows the Project Manager to judge the most appropriate solution. Of the 10 possible solutions, there might be several that are viable. One potential solution might be to spend money that wasn’t planned to solve the Impediment quickly. This would be a great solution if you only had a few days to solve the Impediment before it started impacting the Project end date and cost. However, if you had several months to solve the Impediment, spending unplanned funds would not be the best possible solution. Controlling the Project end date at the expense of the budget by throwing money at an Impediment that you have months to solve isn’t Project Management; it’s Project Roulette!

Issues, Risks, Impediments, Problems & Landmin es The project management community and their consumers waste countless hours debating about whether the obstacles to completing a project on time and budget are risks or issues. The Agile community won’t acknowledge either term and strictly employs the term “impediment.” Simple folks would call anything impacting their ability to get something done “a problem” and when I was in the Navy, we called them landmines. I have seen several Vice Presidents in a Fortune 100 company on many different occasions consume an entire hour-long meeting debating whether the “problem” impacting their project was an issue or a risk. Since the mission of project management is to move the project forward as aggressively as possible, leaving no time or money on the table, allowing this debate to continue seriously impacts this mission. In the end, project managers monitor the impact of progress and lack of progress with respect to how it could impact the Project end date and cost. Things are either ahead, on track or behind. When something starts to fall behind, there is an obstacle that the project manager needs to address to move the project forward as aggressively as possible. Since the word impediment is a clearly understandable synonym for obstacle, we have adopted it in lieu of any other term. 120VC made this decision to focus people’s attention on the obstacle/Impediment that needs to be solved, instead of debating terminology. And… Since 120VC employs the use of slack and late date to prioritize our impediments, it really doesn’t matter what we call them. We will always focus the project team’s efforts on the obstacle/Iimpediment that will begin negatively impacting the project end date and cost first.

Risk Managemen t Project Managers are sometimes reluctant to report that there are Impediments on their projects, believing that their existence reflects negatively on their performance. Project Impediments are inevitable, that’s why Project Managers exist. Once the work is kicked-off, the Project Managers job is to move the project forward as aggressively as possible by identifying and working with the team to mitigate impediments. It’s what we do! 180102 120VC PM Guidebook v 5.0 Chapter 3: First Day Instructions

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Remember, Impediments aren’t just for special occasions! Therefore, daily follow up on Unplanned Tasks and Impediments is essential to effective Project Management. Like Impediments, Unplanned Tasks have the potential to impact the Project end date and cost by causing Planned Tasks to fall behind or complete late. Each task on the Control Log must be evaluated daily to determine if it is effecting the cost or schedule of planned work and, therefore, cause an Impediment. Additionally, Impediments must be monitored daily to ensure progress is being made toward their resolution and that they don’t impact the Project’s end date and cost.

Prepare the Control Log 

Navigate to Documents > Projects > Project Templates and click on the Control Log template The template will appear displaying the Open worksheet, which is for open tasks and Impediments. The workbook also includes the Closed worksheet, which is nearly identical and is used to track completed tasks and Impediments.

Setup the Control Log Header **Note: The project name must be entered in the header of both the Open & Closed worksheets. 1. Navigate to File > Print > Page Setup

2. Click on the Header tab > Custom Header… 3. Highlight “<Project Name>” and replace with the actual project name in all capital letters 

Save the Control Log in the root of your Project eFolder using the following naming convention. [Project Name] Control Log.xls

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For Example: GISP Control Log.xls

Entering / U pdating T asks & Impediments Enter tasks and Impediments into the Control Log as follows: 

#: Accept the number that appears or, if no number appears, check both the Open and Closed worksheets for the last number used and enter the next sequential number for the new task or Impediment.

Task / Impediment: Select a “T” for “Task”, an “I” for “Impediment.”

Late Date: Enter the date from the “Late Date” field in the Work Plan associated with the task that is impacted by the Unplanned Task or Impediment. **Note: There are often several tasks impacted by an Unplanned Task or Impediment. The “Late Date” should be from the Task in the Work Plan that will finish late first. Or put differently, the task that will fail first. Once verified the Late Date is used to prioritize Unplanned Tasks and Impediments. It is not possible to prioritize or determine an appropriate solution to an Impediment unless you know when it will begin impacting your project end date and cost. Remember, the Impediment with the soonest Late Date is the Impediment that has the highest potential to impact your project end date and cost. Additionally, if the Late Date for any Impediment on the Control Log is 10 or fewer business days from the current date, the Impediment is considered an Imminent Impediment and the Project Manager must establish an Impediment Assessment no later than close of business the day after it was identified.

%: Enter a number from 0 to 100 to indicate the task or Impediment’s completion percentage. The percentage is always provided from the assigned Contributor.

Health: Enter the health of the task or Impediment. The task health criterion applies to both the tasks in the Work Plan and Control Log. If a 2-day task is 50% or more complete at the end of the first day it is “on track”. If that same 2-day task is less than 50% complete at the end of the first day it is “behind schedule”, and if it is not 100% complete at the end of the 2nd day it is “late”. Additionally, the task health criterion is the basis or cornerstone for determining all other health.

Task Health

On Track

Behind Schedule

Late

As an Impediment is a circumstance that impacts your ability to complete a task in the Work Plan on time; an Impediment’s health always mirrors the health of the task it is impacting. Therefore, if the task the Impediment is impacting falls behind schedule, the Impediments health is yellow; if the task is late, the Impediments health is red.

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Task / Impediment Name: For a task, enter a succinct statement with a verb to indicate the action required; for an Impediment, enter a succinct description of the Impediment. Be sure the Impediment description is relative to the problem affecting the task in the Work Plan as opposed to a description of the “impact” the Impediment is having.

Start: For tasks, enter the date that the assigned project team member has agreed to start the task or, if the project team member has not yet committed to a date, the date of the meeting in which the task was identified. For Impediments, enter the date that the Impediment was identified. **Note: If the date of the meeting was used initially as the start date, the assigned project team member has only one status reporting period after that meeting to provide and commit to a start date.

Finish: Enter the date that the assigned project team member has committed to finish the task or resolve the Impediment or enter “TBD” if the date has not yet been determined. **Note: If TBD was entered initially, the assigned project team member has only one status reporting period to provide and commit to a finish date.

Revised Finish: Disregard this field when entering a new task or Impediment. If the person assigned fails to complete the task or Impediment by close of business on the “Finish” date, a revised finish date must be provided and logged in this field. Additionally, if the person assigned fails to complete the task or Impediment before the “Revised Finish” date, a new revised finish date must be provided.

Assigned: Enter the name of the person to whom the task or the resolution of the Impediment is assigned. If the task or Impediment resolution has not yet been assigned, enter “TBD.” A task or Impediment can only be assigned to one individual to clearly define accountability. **Note: The project team member assignment for tasks and Impediments can only remain as TBD through one status reporting period.

Completion Date: Disregard this field when entering a new task or Impediment. The date a task or Impediment is completed will be input in this field.

Notes: This is a free form field that can be used for whatever information may be useful to you.

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SCHEDULE PROJECT MEETINGS Project Managers lead their teams toward project completion as aggressively as possible! We want to make sure that our teams have the information necessary to work as efficiently as possible, and to deliver a high-quality result for the least amount of time and money. As leaders, we do this most successfully with face to face conversations. Face to face conversations can take place on a 1 to 1 basis or in a meeting with several people. It doesn’t matter if you didn’t send a calendar invite before having a face to face conversation, it’s still a meeting! The most important thing to remember about meetings is that they are the stage by which you LEAD. And since Projects are unique, complex, and delivered by people, they require a ton of leadership. So, the assumption is that Project Managers will have several meetings each day. Remember, the PURPOSE of a meeting is to lead your Project forward! Many of these meetings will be structured group meetings with invitations and agendas. Others – like the chance hallway conversation – will be unstructured. Remember, at 120VC we spell conversation “MEETING”! One of the primary accomplishments in meetings is the identification and agreement to next steps that will LEAD the Project closer to completion. As the Project Manager is the keeper of these steps, they are also responsible for developing agendas, scheduling, and chairing ALL the Project related meetings they attend. To be clear… It is not necessary for the Project Manager to attend all Project related meetings. It is necessary for the Project Manager to chair the meetings they attend. It is not un-common for Executive Stakeholders or Project Team members to schedule meetings and invite the Project Manager. When this happens the Project Manager should… 

Contact the individual that scheduled the meeting and determine what your role as the Project Manager would be in the meeting.

Determine whether your attendance is necessary or if you were just invited as the figurehead or in an adjunct role. If the meeting doesn’t require a Project Manager, graciously decline, and let your team carry on without you.

If you decide that the meetings success requires your attendance as the Project Manager, you should assume the chairperson role or at minimum, refine the agenda collaboratively, drive the meeting and publish minutes.

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The Purpose of an Agenda The exercise of completing an agenda prepares the Project Manager to LEAD their Project closer to completion. Attempting to LEAD a meeting without an agenda is tantamount to winging it, and solid leadership requires preparation! If both the Project Manager and attendees aren’t clear on the necessary meeting accomplishments, the meeting will be a waste of time and will fail in its PURPOSE; to LEAD the Project closer to completion! The exercise of developing an agenda in advance of the meeting consists of the following: 

Clearly and concisely identify the meeting accomplishments necessary to move the Project forward as aggressively as possible.

Identify ONLY the Project team members with the expertise and authority to define and agree to next steps. Do not invite anyone that is not critical to accomplishing your agenda items. In a Harvard Business Review article titled “How to Know If There are Too Many People in Your Meeting,” the authors wrote: “How many people should you actually invite? There are no hard and fast rules, but in principle, a small meeting is best to actually decide or accomplish something; a medium-sized meeting is ideal for brainstorming; and for communicating and rallying, you can go large. Some people use what’s known as the 8-18-1800 rule as a rough guideline.”

Model out the duration of each agenda item by thinking through the questions that will need exploration and the associated team members personalities (cowboy, refiner, engineer, etc.). Determining the duration of agenda items is critical to determining an adequate meeting duration. Your agenda items may require several meetings to accomplish and you don’t want to find this out after waiting for and conducting your meeting.

**Key Point: 120VC Project Managers are required to prepare agendas for all scheduled project meetings. “The truth: Your meetings are costing you… Say you have 10 employees making $70K/year. They are getting paid $35/hour. Put them all in a room for 1 hour and that meeting just cost you $350…BUT a survey conducted by Harris Poll found that U.S. employees spend about 40% of their time at work in meetings. Now you are spending about $5,600/week on those 10 employees going to meetings. That’s $291,200 potentially being wasted each year with only those 10 people... So you want to be damn sure that your meetings are effective and moving your team in the right direction.” – Cameron Herold author of Meetings Suck

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Preparing Agendas & Scheduling Meetings Agendas are ALWAYS distributed with meeting requests in advance of scheduled meetings. The Project Manager enters the agenda directly into the body of the meeting request along with information about any specific responsibilities and/or necessary preparation, any background information needed for invitees to participate effectively, and, any meeting-related documents. When developing your agenda, it is useful to think of the agenda items as future accomplishments. Good agenda items are clear, concise, and measurable. Another way to formulate Agenda Items is to think of them as outcomes. When developing your agenda items identify the meeting outcomes that will most successfully move your project closer to completion. When developing your agenda, the following items must be accomplished. 

Identify the accomplishments necessary to move the Project forward – Accomplishments become agenda items.

Assign agenda items to meeting participants and define a duration for each.

Consider individual politics & refine item duration.

Sequence the agenda items.

Determine the required duration for the meeting.

Adjust meeting duration or schedule several meetings to accomplish the Agenda Items.

**Key Point: One of the biggest obstacles to moving a Project toward completion as aggressively as possible is meeting lead times. In most Fortune 100 companies people’s calendars fill up weeks in advance. It is not unusual for people to be double or triple booked weeks in advance. When planning a meeting, finding a time slot when all the necessary attendees are free at the same time is very difficult and is almost never the same week you send the meeting invite out. The time between sending the invite out and the first available time slot for all attendees is called “Meeting Lead Time.” If after developing the agenda you find that your meeting duration is longer than is generally acceptable in the client environment, do not arbitrarily decrease your meeting duration; this will ensure you fail to complete each of your intended accomplishments, and must schedule a follow-on meeting. And… Because of the meeting lead time, it could be weeks before that meeting can take place. Instead, split the agenda items into several meetings and schedule immediately. This will ensure you are able to facilitate the meetings necessary to move your project forward as soon as possible. Proper agenda item duration planning will help you determine the duration needed for your meetings. This activity will help you avoid the pitfalls associated with meeting lead and help to ensure that you frequently accomplish what you intended in your meetings. Remember, if you wait… You will be late!

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Prepare the Meeting Request 

Ensure that MS Outlook is pinned to your task bar.

Navigate to your Documents > Projects > Outlook Templates folder, click and drag the 120VC Meeting Request template to the MS Outlook icon on your task bar and drop it. Windows will automatically pin the Meeting Request Template to Outlook.

Right click the Outlook icon on your task bar and select 120VC Meeting Request.

When the Outlook Meeting invite opens, invite only those people completely necessary to complete the agenda items you have developed.

**Key Point: Be sure to also include yourself at your 120VC email address to ensure that the meeting will also appear on your 120VC calendar, which is the system of record for all your meetings and appointments. 

Enter the subject in the following format. [Project Name] - [Meeting Subject]

For Example: GISP - Network Neighborhood Properties Restriction **Note: If you choose to use an abbreviated project name, you must use that same abbreviation consistently in all meeting requests to avoid confusion. 

Input the Agenda Items, Owners and Time allotted for each into the agenda template pre-populated in the body of the invite.

Below the agenda, note any specific responsibilities or preparation that are required and include any background information needed for invitees to participate effectively.

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Schedule T ime to Prepare Minutes As noted previously, meeting minutes are compiled and distributed within the 30 minutes following a meeting and no later than close of business the following day. Accordingly, when scheduling meetings, schedule time immediately after the meeting to prepare and publish the minutes whenever possible. Not only will this ensure the chain of accountability is established as soon as possible, but will give the Project Manager time to prepare for the next meeting. Remember, prepare to lead, or expect to fail.

Conducting Meetings Project Managers are Leaders and not note takers! Though a requirement of the job is that we take notes and publish minutes for each of our meetings, the notes should be a result of the Project Managers leadership in the meeting. The notes should reflect that the team successfully completed each of the accomplishments outlined in the agenda. That said… DO NOT hide behind a laptop. In a Harvard Business Review article titled “What You Miss When You Take Notes on Your Laptop,” the author shares research that shows people that take notes on a computer don’t absorb information as well as those using a pen and note pad. The author also makes the point that taking notes on a Laptop gets in the way of developing a strong conceptual understanding of the meeting outcomes. This is especially important for a leader that relies on the knowledge of subject matter experts to drive decisions. If you struggle to grasp the concepts covered by your subject matter experts you will struggle to lead them.

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Sample Meeting Notes

The project name

Meeting date & time

should appear in

should appear at the

5/9/02

left of the top 2 lines

Attendees should begin on

Network Neighborhood

2:00 pm

properties restriction

Attendees: J Jameson, S Bird, J Tipman, L Harvard, H. Johnson, J Otterman, P Woodward, J Alps, F Beckman,

the third line

Dashes should

GISP

T Byrnstein, J Venture

the center of the first line

The meeting

PURPOSE should appear at the right of the top

Not in attendance: L Rolland

Zen policy will be used to implement Network Neighborhood

appear in the margin to mark the beginning of each note

Notes should

Properties restriction globally

be separated by

End users will not be notified of the restriction but EIT & apps orgs will need to ID possible exceptions – J. Venture will

blank lines

work with CSMs to obtain lists –

Novelty login script disabling is being prevented by Zen

The Project Manager should track meeting activity at an appropriate level of detail, capturing only what is important and/or essential in the discussion along with agreements, task assignments, and Impediments. Any approvals obtained during a meeting should be captured as agreements in the notes even if a signature has been obtained.

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COMPLETE MEETING MINUTES The Purpose of Meeting Minutes Whether from a structured meeting or a hallway conversation, it is essential to capture the agreements, Impediments, and/or task assignments that emerged during a meeting and then communicate that information to other Project Team Members. This isn’t about accountability, this is about utility. Our Project Team Members are running from meeting to meeting, making hundreds of decisions and commitments every day. Meeting Minutes serve to clarify, remind, and ensure that agreements, impediments, and tasks assignments make it into the Project cadence. If the Project Manager doesn’t take time to compile this very focused information, it is usually forgotten. Once published, meeting minutes: Establish the chain of accountability by reminding participants of their agreements, impediment and task assignments. Remember, no one begins working on their assignments until minutes are published. Reiterate the Project Manager’s understanding of the meeting discussion, and allows participants to immediately correct any misunderstandings to keep the Project moving forward. Serve as a reference to the Project Manager on decisions, agreements, and assignment necessary to complete Project Planning, Impediment resolution, and keep the Project moving forward as aggressively as possible. All the captured information serves as ongoing decision-making criteria. Allow the Program Manager to stay informed about the agreements, task, and Impediment. To ensure the Project Manager is conducting meetings daily and using meeting minutes to help Project team members stay accountable. Lack of minutes is an indicator that the Project Manager is not having meetings or is not employing the single most important accountability tool available to them. Either way, this indicates to the Program Manager, intervention is required. **Key Point: Meeting Minutes are one of 3 Key Performance Indicators (KPI’s) used by the Program Managers to measure the success of our Project Managers. And… Once of the tools 120VC consistently received positive feedback on from both clients and Project Team Members. **Note: Publish meeting minutes within the 30 minutes following your meeting to ensure that the information is crisp, and that agreements, impediments and task are disseminated and operational as quickly as possible; and never later than close of business the day after it occurs. Remember, no one begins working on their assignments until minutes are published.

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Prepare the Minutes Meeting minutes should be compiled and distributed within the 30 minutes following a meeting and no later than close of business the following day. Prepare meeting minutes based on your meeting notes and agenda as follows: 

Navigate to your Documents > Projects > Project Templates folder and click on the Meeting Minutes template.

Highlight “<Project Name>” and enter the project’s name.

Enter Meeting Information.

1. Date: Enter the date of the meeting in MM/DD/YY format. 2. Time: Enter the start time of the meeting. 3. Location: Enter the location in terms that are meaningful to the client. 4. Meeting Called By: Enter the name of whoever initiated the meeting. This will usually be you, the Project Manager. 5. Subject of Meeting: Enter the SUBJECT from the meeting invite, but exclude the Project Name. 

Enter Agreements: Enter any agreement or decision made during the meeting that would move your project forward. Agreements are items that can’t be immediately assigned, but define your project and allow the Project Manager to keep Stakeholders accountable to decisions made.

For Example: •

An agreement on the approach to executing specific tasks

An agreement on the approach to solving a project Impediment

Approval or acceptance of a solution or a document

The selection of a vendor or product

A decision to add or remove scope

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Enter Impediments: Items can only be logged as Impediments if they are causing a task in the Work Plan to fall behind or to finish late. The Owner and Finish date can remain TBD through one Project Status Reporting cycle.

Enter Tasks: Tasks are items that are immediately assigned to a Project contributor. The Owner and Finish date can remain TBD through one Project Status Reporting cycle.

**Key Point: It is assumed that a contributor has agreed to take ownership of a task when it is assigned. There is no reason to list the agreement to own the task in the Agreements section and then list the task assignment in the Task section. Items are either agreements or tasks, not both. Please do not list Agreements that are made redundant by a task assignment or vice versa. Also, as attention to detail and the aesthetic quality of documents contribute to Stakeholder confidence in the Project Manager; be sure to remove any empty rows that may exist in each section of the template after entering items. If there is an entire section un-used, leave a single row and place an “N/A” in the row to indicate there were no items of this type captured during the meeting. 

Save the Minutes in your Project eFolder > 5 Meetings folder using the following naming convention. YYMMDD [Project Name] Minutes - [Meeting Subject].doc

For Example: 110509 GISP Minutes – NW Neighborhood Prop Restriction.doc 

Create a PDF

1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the document to your Project eFolder > 5 Meetings > Minutes PDF Archive folder using the following naming convention. YYMMDD [Project Name] Minutes - [Meeting Subject].pdf For Example: 110509 GISP Minutes – NW Neighborhood Prop Restriction.pdf

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Publish the Minu tes 

Create the email transmittal in Outlook.

Address the email to the meeting INVITEES, the Attendees, and your Program Manager.

Enter the subject in the following format. [Project Name] Minutes - [Meeting Subject]

For Example: GISP Minutes - Network Neighborhood Properties Restriction Minutes **Note: If you choose to use an abbreviated project name, you must use that same abbreviation consistently in all project email transmittals to avoid confusion.

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Click in the body of the email.

1. Select Bold and underline from the toolbar. 2. Type “Minutes,” press [Enter] three times, and type “Attachment”.

In the Word document, highlight from the Date field through the last row of the Meeting Minutes and copy the selection.

Return to the email message window, place the cursor in the second line below “Minutes,” and paste the selection into the email.

Highlight all the just-copied text and click the Increase Indent icon on the toolbar to indent it.

Put the cursor after “Attachments,” press [Enter] twice, click Increase Indent, and attach the Adobe Acrobat version of the minutes.

Click send.

Print the Published Minutes to PDF

1. Navigate to the Sent Items folder in Outlook and click to open the Meeting Minutes you just published. 2. Navigate to File > Print and select the Adobe PDF printer. 3. Print the email to your Project eFolder > 5 Meetings > Minutes PDF Archive folder, and overwrite the PDF of the meeting minutes you created previously. 

Transfer Impediments and Tasks from the meeting minutes to the Control Log to ensure proper follow-up and tracking.

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Sample Meeting Minutes

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PUBLISH A DAILY STATUS REPORT The Purpose of the Daily Status Report The Daily Status Report is the most important deliverable a Project Manager completes each day. As Project Managers, we communicate to LEAD our Projects forward as aggressively as possible ensuring transformational outcomes. We don’t communicate for any other reason! In our practice, miscommunication is not a failed attempt at communication; it is a failed attempt at leadership. Malcolm Gladwell found that the difference between an overachieving novice and an expert is 10,000 hours of practice. The DSR provides the venue to practice developing and communicating the actual accomplishments that move our Project toward completion every day. If you can clearly and crisply communicate your accomplishments in writing, you will also be able to do so in meetings when addressing your team, Executive Stakeholders, and the Client. Crisp communication of actual accomplishments vs. communicating the minutiae of the Project’s daily activities is what differentiates a Leader from a note taker. The leader that can master the DSR will have no problems influencing C-level executives, successfully leading enormous enterprise projects or achieving the notoriety and financial success that accompanies those accomplishments. The DSR not only gives you the opportunity to practice developing and communicating your daily accomplishments but to thinking through, develop and communicate what you will accomplish the next day; this serves several valuable purposes. Ensures you are prepared to move your project forward no matter how many Impediments or unexpected circumstances you encounter each day. Remember, take time to plan, or plan to fail. Allows you to communicate what you plan to accomplish each day to your Program Manager and demonstrate that you are clear on how to move your project forward. Remember, autonomy comes with credibility Gives the Program Manager the information needed to support you and make decisions in respect to your Project and the overall Program. Gives the Program Manager the information necessary to identify Impediments associated with your project that you might have missed; then invest in YOU by coaching you to find a solution. Remember, autonomy is not something that comes with a job description, autonomy is earned. Allows you to manage the Program Managers perception of your work outside of community gossip, team meetings and escalations. Remember, PM’s aren’t always popular with the people they are keeping accountable. 180102 120VC PM Guidebook v 5.0 Chapter 3: First Day Instructions

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**Key Point: The DSR is one of 3 Key Performance Indicators (KPI’s) used by the Program Manager to ensure the Project Manager is effectively identifying the Accomplishments necessary to move their Projects forward each day and then aggressively doing so.

Prepare and Publish the Daily Status Report The DSR should include actual and planned accomplishments that clearly… Move your Project closer to completion. Contribute to your professional growth. Contribute to the development and growth of 120VC with the client. Illustrate understanding and application of the Project Management Standard in the Guidebook. The DSR is divided into three sections 1. 3 Gratitude’s 2. Today’s Accomplishments 3. Tomorrow’s Planned Accomplishments So… I am not going to lie to you, Project Management can be very stressful! Being responsible for the success of others, Leadership and being on the hook for a transformational outcome is amazing! And… comes with great responsibility! The “3 Gratitude’s” section is used to increase individual happiness, reduce stress, increase performance and foster team member connectedness. Science has proven t h at people can’t be happy and stressed at the same time. Extensive studies conducted and published by Robert Emmons in his book titled “Thanks!” found that there is a direct and powerful correlation between gratitude and our wellbeing. Shawn Achor author of the Happiness Advantage wrote “Countless studies have shown that consistently grateful people are more energetic, emotionally intelligent, forgiving, and less likely to be depressed, anxious, or lonely. And it’s not that people are only grateful because they are happier, either; gratitude has proven to be a significant cause of positive outcomes. When researchers pick random volunteers and train them to be more grateful over a period of a few weeks, they become happier and more optimistic, feel more socially connected, enjoy better quality sleep, and even experience fewer headaches than control groups.” The 3 Gratitude’s exercise was designed and proven by researchers to train the brain to scan the world for the positive. Studies have proven that the daily exercise of documenting 3 gratitude’s will teach our brains to regularly and unconsciously scan the world for the positive, which in a very short period of time will increase happiness levels and reduce stress. “Your brain at positive performs significantly better than it does at negative neutral or stressed. Your intelligence rises, your creativity rises, your energy levels rise, every single business outcome improves.” – Shawn Achor

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Incorporating gratitude’s into the Daily Status report allows every member of the team to share in the gratitude’s of others and creates a ripple effect. We have found that team members experience the feeling of gratitude while writing their gratitude’s and while reading the gratitudes of others! We have even had members of the team cheer for the gratitudes of others. Recently someone wrote “I love chili dogs from Pinks on La Brea” and another team member replied, “I freaking love chili dogs!!!”. When documenting your 3 gratitude’s it is important that you keep the following best practices in mind: 1. Gratitude’s should be about something you encountered the day you log them. 2. Gratitude’s should be very specific in nature rather than broad or vague. A specific gratitude could be something like “I left my leadership meeting feeling like we moved the company forward today”. Vague un-useful gratitude’s could be something like “Air” or “Freedom”. Although Air and Freedom are things that most people value, listing them without context isn’t the most useful way to complete this exercise. Instead, writing “The air smelled so fresh today after the rain” it would be a much more productive use of the exercise for you and those that read your DSR, than simply writing “Air”. The “Today’s Accomplishments” section is used to document the current day’s accomplishments, and the “Tomorrow’s Planned Accomplishments” section is used to document plans for the following day. 

Navigate to Documents > Projects > Outlook Templates and click on the DSR template.

Enter the email subject in the following format. Daily Status Report for [MM/DD/YY]

Click in the body of the email, Select Bold and Underline from the toolbar and type “3 Gratitude’s.”

Unselect Bold and Underline and then create a bulleted list of 3 specific gratitude’s for today.

Click Enter two times after the last gratitude.

Click in the body of the email, Select Bold and Underline from the toolbar and type “Today’s Accomplishments.”

Unselect Bold and Underline and then create a bulleted list of the currents day’s accomplishments. 1. Include what was done, why it was done, and what the next steps are. 2. Include the key outputs or accomplishments of meetings and indicate what the next steps are. 3. Include coaching or management activities, note the project team member that was coached or managed, the points covered, and the next steps. **Key Point: Working on something is not an accomplishment; list what you completed that moved your Project forward.

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Attending a meeting is not an Accomplishment; list instead what you Accomplished in the meeting to move your project forward. Reviewing a document is not an Accomplishment, the purpose of the review and its outcome is the Accomplishment. Working on a Project document is not an accomplishment; list instead the portions of the document that were completed. Bottom line… an accomplishment is something that has been completed that moves your Project, Program or client relationship forward. 

Click Enter two times after the last accomplishment.

Select Bold and Underline from the toolbar and type “Tomorrow’s Planned Accomplishments”.

Unselect Bold and Underline and then create a bulleted list of the next day’s planned accomplishments. 1. Include and act on any requests from your Program Manager or other 120VC leadership as the highest priorities for the day. 2. Include the meeting name and agenda for any meeting you plan to facilitate. 3. Review and prioritize items from the Work Plan and Control Log that need to be overseen. If specific project tasks are of particular importance, they should be entered in the DSR. Such entries should include what will be done, why it is important, and what the anticipated next steps are. 4. Address management / leadership activities and the points that you will be covering with specific team members. **Note: Be sure to submit your Daily Status Report no later than 8:00 pm Local Time each business day.

Print the Published DSR to PDF 1. Navigate to the Sent Items folder in Outlook and click to open the DSR you just published. 2. Navigate to File > Print and select the Adobe PDF printer. 3. Print the email to the root of the Projects > DSR folder located in the root of your documents folder on your local workstation using the following naming convention. YYMMDD DSR.pdf

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Sample Daily Status Report (DSR)

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CHAPTER 4: FIRST WEEK INSTRUCTIONS

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FIRST WEEK QUICK REFERENCE GUIDE First Day Activities

Task Health

Interview the Project Owner Create the Project eFolder Build the Control Log Complete Meeting Minutes Publish a DSR

First Week Activities

Schedule the Communication Overview Meeting Schedule the Client Methodology Discovery Meeting Schedule a Recurring Weekly Project Review

TASKS - TO - COMPLETE

Schedule the Planning Schedule Approval Meeting Schedule the Planning Schedule Acceptance Meeting Schedule the Weekly Reocurring Project Team Status Meeting Study Guidebook Chapter 5 Study Guidebook Chapter 6 Study Guidebook Chapter 7

CRITERIA – TO - MEMORIZE

Schedule the Planning Schedule Document Review

Study Guidebook Chapter 8 Memorize Health Criteria

Impediment Health

Memorize the Steps for Determining

An Impediments Health mirrors the health of

Project Health Memorize the Steps for Prioritizing

the task in the Work Plan the impediment is

Impediments

impacting

Complete the Client Methodology

Scope Item Health

Discovery Meeting

First Friday Activities

A Scope Items Health mirrors the health of

Publish a Budget Report

the least healthy task within the Scope Item

Project Health

Publish a Project Status Report

The Project Health mirrors the least healthy critical path task

SPECIAL POINTS OF INTEREST DSR’s are due daily by 8pm Minutes are published by COB the next day

Weekly Project Status Reports are due Friday Weekly Budget Reports are due Friday

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SCHEDULE THE INITIAL PROJECT MEETINGS Schedule the Client Methodology Discovery Meetings Identifying and executing the standard deliverables required by the client’s methodology is just as important as identifying and executing the unique deliverables required to complete the Project. More often than not, the standard deliverables are dependencies to completing the Project Charter and the Planning Documents. Therefore, identifying them is critical to the Establishment of the Planning Schedule during the second week of the Project. Identification of the standard deliverables should begin in the Initial Project Owner interview. In addition to providing you with the steps they are aware of, the Project Owner will be able to tell you who in the client organization maintains their methodology. Client Methodology Discovery Meetings should continue until the Project Manager identifies all of the deliverables required by the client’s methodology. Most large organizations have a Portfolio Management Office (PMO) responsible for the care, maintenance, and governance of their methodology. Developing a relationship with this organization and ensuring the value intended by their methodology is achieved, is one of a Project Managers critical success factors. More importantly, ensuring that the value of their methodology is achieved is critical to the client organizations ability to successfully manage their Portfolio. To schedule the Client Methodology Discovery Meetings, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Client Methodology Discovery Meeting template.

Setup an invite in Outlook for 1 hour and invite the Methodology Owner or SME. **Key Point: Discovery of the Client Methodology requirements is a prerequisite to completing the planning schedule. Therefore immediate scheduling and swift completion of this discovery is critical. The Project Manager is required to establish the Planning Schedule no later than close of business the week following Project assignment.

Format the subject line as follows: [Project Name] - Client Methodology Discovery Meeting

Input a conference room into the location field that you have previously reserved.

Include the following agenda in the meeting request.

Agenda Identify all of the standard deliverables required by the client methodology. Identify the purpose/value intended by each of the standard deliverables. Obtain any instructions/documentation associated with each of the standard deliverables. Obtain any required templates for use with the standard deliverables. Obtain an understanding of the content required in each of the fields of the templates. 180102 120VC PM Guidebook v 5.0 Chapter 4: First Week Instructions

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Owner

Time Allotted

P. Manager

20 min

P. Manager

20 min

P. Manager

10 min

P. Manager

5 min

P. Manager

5 min

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Schedule the Weekly Project Rev iew Each week throughout the project, your Program Manager will review your project to: Ensure the requisite Project Management Standard was applied. Obtain enough information to feel confident the project is progressing as it should. Provide direction to the Project Manager if necessary. Obtain enough information about the current state of the Project to help remove impediments, make Program level decisions and LEAD program level Executive Stakeholders. Take ownership for the resolution of any escalation that would otherwise need to be assigned and resolved by the Project Owner / Client. To accomplish this, setup a weekly meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Weekly Project Review Meeting template.

Setup a recurring weekly invite in Outlook for 2 hours and invite your Program Manager. **Key Point: The first of the weekly project reviews should be scheduled to take place during the second week of the Project.

Format the subject line as follows: [First Initial] [Last Name] Project Review

**Note: First initial and last name in the subject should be the Project Managers. 

Use the web conference information provided by your Program Manager as the meeting location.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Provide a project update to the Program Manager

P. Manager

20 min

Complete a Project Review

P. Manager

100 min

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Schedule the Planning Schedu le Document Review As the Planning Schedule Document Review is the very first Project Review that takes place on every project, it is always completed the second week of the Project. To schedule this document review, you will send your Program Manager a distinct invite coinciding with the recurring weekly project review that you scheduled previously. Yes… That is correct. You will send two invites for the same time and day if possible. If for some reason you need to conduct two document reviews in the same week, then at least one of them should occur in the time slot reserved for the previously scheduled recurring weekly project review. To schedule the document review, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Planning Schedule Document Review Meeting template.

Setup an invite in Outlook for 2 hours and invite your Program Manager. **Key Point: The Project Manager is required to establish the Planning Schedule no later than close of business the week following Project assignment. The Planning Schedule Document Review should be scheduled no later than Thursday of the second week to ensure there is time left in the week to conduct the Planning Schedule Approval and Acceptance meetings.

Format the subject line as follows: [Project Name] - Planning Schedule Document Review

Use the web conference information provided by your Program Manager to input the meeting location. This should be the same web conference information used for the recurring weekly project review meeting.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Provide a project update to the Program Manager

P. Manager

15 min

Complete the Planning Schedule Document Review

P. Manager

60 min

P. Manager

5 min

Obtain Program Manager approval of the Work Plan for Planning and Kick-Off

**Note: The WBS PDF and MS Project version of the Work Plan need to be sent to your Program Manager for review no later than the start of business the day before the document review. This will allow the Program Manager time to review the documents in advance and minimize the amount of time spent in the document review meeting.

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Schedule the Planning Schedu le Appr oval Meeting As a Project Management Professional, I learned long ago that our clients have little tolerance for the planning involved when they engage a Project Manager, and all anyone associated with a Project wants to do is start the work. Also, most clients have an abundance of standard deliverables outlined by their methodology that are lightly documented and may or may not be required for every Project. The lack of clearly documented and subjective deliverables can create Impediments to completing planning as soon as possible. To avoid the Impediment associated with late-breaking requirements and spending time each week debating about which standard client deliverables are required, the Project Manager must identify them during the First Week and incorporate them into the Planning Schedule. Then the Project Manager must obtain consensus from the Project Owner and Executive Stakeholders on which are required in the Planning Schedule Approval Meeting. Once the Project Manager has consensus, process disagreements can be escalated to the Project Owner for resolution. To do this, take the following actions in the Planning Schedule Approval Meeting: 

Walk through the Planning Schedule task-by-task.

Review the client methodology deliverables the Project Owner feels are unnecessary, your reasons for their durations, their PURPOSE, and VALUE.

If the Project Owner feels any of the client methodology deliverables are unnecessary, remove them.

Review each standard 120VC task, your reason for their durations, their PURPOSE, and VALUE.

If the Project Owner feels the durations for any of the standard 120VC tasks should be reduced, reduce them.

**Key Point: The standard 120VC tasks in the Work Plan can NOT be removed. The client would never knowingly create obstacles to their success by eliminating necessary Project Management steps. It is the Project Managers job to ensure the client understands the necessity and value of each. Wisdom comes with experience… If the Project Owner insists on an unrealistic completion date for Planning after going through all of the steps above, DO NOT ARGUE THE POINT, “zip it” and AGREE! You will simply follow the rest of the instructions in The Guidebook to manage to the dates, keep the Project Owner informed of progress, Impediments, and their solutions to achieve the fastest possible result. If you follow the instructions in The Guidebook, you will be perceived as having done everything possible to complete planning by the due date, and the Project Owner will be more than satisfied with your performance – even if you miss the date! Schedule the Planning Schedule Approval meeting to occur after the Planning Schedule Review. When the meeting concludes the Project Manager must have ACCOMPLISHED the following:

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Ensured the Project Owner & Executive Stakeholders understand the PURPOSE and Value of each of the standard 120VC tasks.

Ensured the Project Owner & Executive Stakeholders agree on which of their internal methodology deliverables are required to complete the Project.

Approval from the Project Owner and Acceptance from the Executive Stakeholders on the Planning Schedule.

Schedule the Planning Schedule Approval Meeting to occur no later than the day following the Planning Schedule Review meeting. To schedule Planning Schedule approval, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Planning Schedule Approval Meeting template.

Setup an invite in Outlook for 1 – 2 hours and invite the Project Owner, and all Executive Stakeholders. **Note: If you don’t know who all of the Executive Stakeholders are at this time, they can be added to the invitation later. **Key Point: The Project Manager is required to establish the Planning Schedule no later than close of business the week following Project assignment.

Format the subject line as follows: [Project Name] - Planning Schedule Approval Meeting

Input a conference room into the location field that you have previously reserved that will accommodate the number of expected participants and allow for the use of a projector to review the Planning Documents and make any necessary changes during the meeting.

Include the following agenda in the meeting request.

Agenda Complete a final review of the Planning Schedule Review the Project Status Report and educate the Executive Stakeholders on the contents and value of each section. Educate the Executive Stakeholders on the PURPOSE of Project & Task Health as well as how both are derived. Educate the Executive Stakeholders on the Late Date use to prioritize Impediments and develop an appropriate response. Educate the Executive Stakeholders on the use and PURPOSE of the 5 x 5. Obtain Signature of Approval from the Project Owner Obtain Signature of Acceptance from the Executive Stakeholders

Owner

Time Allotted

P. Manager

55 min

P. Manager

5 min

P. Manager

5 min

P. Manager

5 min

P. Manager

5 min

P. Manager

5 min

P. Manager

5 min

**Note: Send the Approved Planning Schedule PDF to the Project Owner, Executive Stakeholders and Program Manager for review no later than the start of business the day before the document approval meeting.

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Schedule the Planning Schedu le Acceptance Meeting Schedule the Planning Schedule Acceptance Meeting to occur no later than the day following the Planning Schedule Approval meeting. To schedule the Acceptance meeting, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Planning Schedule Acceptance Meeting template.

Setup an invite in Outlook for 1 hour and invite the Project Owner, any Executive Stakeholders, any Contributor assigned a task in the Work Plan and their Functional Mgr. **Key Point: The Project Manager is required to establish the Planning Schedule no later than close of business the week following Project assignment.

Format the subject line as follows: [Project Name] - Planning Schedule Acceptance Meeting

Input a conference room into the location field that you have previously reserved that will accommodate the number of expected participants and allow for the use of a projector to review the Planning Documents and make any necessary changes during the meeting.

Include the following agenda in the meeting request.

Agenda Perform a complete review of the current and next period work in the Approved Planning Schedule w/ Project Team Answer questions to ensure the Project Team is clear on the tasks assigned and their start dates. Obtain Signature of acceptance from the Functional Mgr. & Team members

Owner

Time Allotted

P. Manager

30 min

P. Manager

20 min

P. Manager

10 min

**Note: Send the Approved Planning Schedule PDF to the meeting participants for review no later than the start of business the day before the Kick-Off meeting.

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Schedule the Weekly Project Team Meetin g The PURPOSE of this meeting is to reserve a time every week that you can gather status from Project Team members on the current tasks in your Control Log and Work Plan, Review the tasks scheduled to start the following week, and collaborate on solutions to Impediments. This meeting also provides you a venue to collaborate on solutions and complete project planning. To schedule the Weekly Project Team Meeting, setup a weekly meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Weekly Project Team Meeting template.

Setup a recurring weekly invite in Outlook for 1 hour and invite everyone that you think will have a role on your Roles Matrix when Project Planning is complete. **Note: If you don’t know who all of the Project participants are at this time, they can be added to the invite as you identify them. **Key Point: This meeting should be scheduled to begin the week after the project is assigned and continue through Project Closure. As you identify your team members you will invite them to this meeting.

Format the subject line as follows: [Project Name] - Weekly Project Team Meeting

Obtain a conference bridge from the client and input the information into the location field.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

P. Manager

20 min

P. Manager

20 min

P. Manager

20 min

Weekly Standup 1.

Review the Control Log and Obtain Status on Tasks and Impediments.

2.

Review the Work Plan and Obtain Status on the Current Tasks & Review the slack associated with each.

Next Period Planning (Sprint Planning) 1.

Review the Work Plan and Ensure Preparation for Next Period Tasks & Review the slack associated with each.

2.

Identify any impediments associated with starting any next period task with 10 or fewer days of slack

3.

Log an Impediment for any Next Period Task with 10 or fewer days of slack that will not start on time.

After Party 1.

Collaborate on solutions to impediments.

**Key Point: Focus on the Impediments with the least amount of slack first.

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**Key Point: Any task in the Work Plan with 10 or fewer days of Slack is on the Project’s critical path. Therefore, every 1 day any of these tasks are late, the Project Finish date will extend 1 day. Be sure that Team members are aware when working on a task on the critical path. Ensure they are clear about the impact starting or finishing a critical path task LATE will have on the Project Finish date. In addition, be sure that Team members are aware of any Next Period tasks that are on the critical path and confirm they are prepared to start them on time. If any Impediments to starting a Next Period critical path task are identified, log an Impediment and begin working with that team member to resolve the obstacles. **Key Point: Simplicity — the art of maximizing the amount of work not done — is essential. This meeting is broken up into 3 distinct portions. If a Team Member isn’t working on an impediment, current or next period work there is no reason for them to attend the meeting. If a team member is working on a current task or impediment, but isn’t working on anything next period they don’t need to stay for Sprint Planning or the After Party. Make a standing principle. Ask your team at the beginning of each week's meeting to let you know if there is a portion of the call they don’t need to attend. Thank them for letting you know, and remind them to drop off silently after they have completed the portion of the meeting they needed to attend. There is no need to announce their departure and disrupt the meeting.

Schedule the Meeting to Establis h the Required PM Deliver ables The 120VC Project Management Guidebook was not designed to contain an exhaustive list of Project Management deliverables. The tools and techniques in the Guidebook are what we consider “just the basics” for an Enterprise Project regardless of subject matter. That means that in addition to the basics outlined in the Guidebook, there are several other deliverables that could be necessary for a Project. As an example, it is not unusual for our clients to have deliverables required by their internal Methodologies that do not overlap those outlined in the Guidebook. When there are distinct deliverables required by our clients, it is important that we document, incorporate, and ROCK THEM! I also mentioned in the Introduction of the Guidebook that there are times on smaller projects where we don’t use all the tools and techniques outlined in the Guidebook. In some instances, we choose not to use a deliverable outlined in the Guidebook in favor of a similar client deliverable. For example, we might choose not to establish a Charter on a Scrum Project in favor of a Product Backlog. In this scenario, the Product Backlog would serve as the Charter and input into the Work Plan. My apologies to the Scrum Lords, but… We would still produce a Work Plan to increase the Product Owners ability to make an informed decision during Sprint Planning and support the Program and Portfolio Management layers. Since the Product Backlog is a Software Development specific Project deliverable, we wouldn’t include it in the Guidebook because it isn’t necessary for all types of projects.

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The following meetings are to establish the Project Manager specific deliverables associated with each Project. We complete these meetings at the beginning of each Project to ensure there is no confusion that could get in the way of moving the Project toward completion as aggressively as possible. There are two meetings that are necessary to establish the Required PM Deliverables Document, the Document Review, and the Document Approval Meeting. To schedule the PM Deliverables Document Review meeting, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Required PM Deliverables Document Review Meeting template.

Setup an invite in Outlook for 1 hour and invite your Program Manager. **Key Point: Schedule the Required PM Deliverable Meetings to occur after the Establishment of the Planning Schedule. The information gathered in those meetings will inform the decisions made in the Required PM Deliverables Meetings.

Format the subject line as follows: [Project Name] - Required PM Deliverables Document Review

Input the web conference information.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

P. Manager

15 min

P. Manager

15 min

Complete the Document

P. Manager

15 min

Obtain Program Manager Approval

P. Manager

1 min

Collaborate with your Program Manager to identify which of the 120VC Standard deliverables will not be necessary (if any). Collaborate with your Program Manager to identify which of the Client Deliverables will be necessary.

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Schedule the Communication Ov erview Meeting Project Managers communicate for the sole PURPOSE of leading their Projects forward. Whether the communication is in person or writing, each interaction is intended to move the project closer to completion. Any interaction that leads to confusion is a failed attempt at Leadership. Remember, at 120VC communication is spelled “LEAD”! Often, leadership begins with education. At 120VC, we have several communication protocols, each with a very specific PURPOSE. For them to function as tools that lead the Project forward, it is important that their recipients understand the PURPOSE of each and what action, if any, is required of them upon receipt. At the beginning of each Project, it is critical that the Project Manager meets with the Project Owner and the Executive Stakeholders to go over these communication protocols. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

Ensure the Project Owner has a clear understanding of the PURPOSE of each section of the Project Status Report. Explain how Project Health is derived and how planned vs. actual helps them understand health. That Project Health is a tool used to prioritize the reallocation of resources across the Portfolio to ensure all Projects have what they need to complete without going over the total Portfolio Budget. Explain that the Status Summary Section will contain an explanation of yellow or red project health and the path to green. It will list accomplishments since last period. And… a description of the Impediments and path to resolution with dates if available. Explain that the Late Date is used to prioritize Impediments and develop appropriate responses. Emphasize that the Impediment with the Late Date closest to today’s date is the highest priority as it will affect the Project end date and cost the soonest. Explain that the publication of Planned and Unplanned Tasks w/ associated health is to ensure the Team members and their Functional Mgr. are clear on their work assignments. That the PURPOSE of Task health is to communicate to Functional Mgr. which Tasks need their attention and to communicate to Team members which Tasks should be their highest priority. Also, the Tasks are published to help the Project Team stay accountable.

Ensure the Project Owner has a clear understanding of the PURPOSE, value, and audience for the Planning Schedule Approval Meeting. Explain that Planning Schedule review with the Owner and Executive Stakeholders is necessary to ensure expectation alignment, obtain buy-in to the planning process and get a commitment for support from their team members to complete planning on-time. Explain that completing the Planning Schedule Review and Approval with the Executive Stakeholders will allow for collaboration on the elimination of obstacles slowing planning and consensus on the standard client deliverables required on this particular Project.

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Explain that the Planning Schedule Approval Meeting will also be used to review and educate the Executive Stakeholders on the communication protocols that will be used to LEAD the project through planning and completion. 

Ensure the Project Owner has a clear understanding of the PURPOSE of the FYI and Escalation process. The Project Owner must understand that the FYI and Escalation are the mechanisms used to notify them of a critical Impediment. The FYI and Escalation will always contain a brief description of the Impediment and the solution required to mitigate its impact to the Project end date and cost. The Project Owner must agree to prioritize FYI, and Escalation emails over the 300 others received each day.

To schedule the Communication Overview Meeting, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Communication Overview Meeting template.

Setup an invite in Outlook for 1 hour and invite the Project Owner, Any Executive Stakeholders, any Contributor assigned a task in the Planning Schedule and their Functional Mgr. **Key Point: Schedule the Communication Overview Meeting to occur no later than the week following the Planning Schedule Acceptance meeting.

Format the subject line as follows: [Project Name] - Communication Overview Meeting

Input a conference room into the location field that you have previously reserved.

Include the following agenda in the meeting request.

Agenda Review the Project Status Report, cover the contents and value of each section. Review the PURPOSE of Project & Task Health as well as how both are derived. Educate on the use of Slack and Late Date to prioritize Impediments and develop an appropriate response. Educate on the PURPOSE and Audience for the Planning Schedule Approval Meeting Review the PURPOSE of an FYI and Escalation.

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Owner

Time Allotted

P. Manager

10 min

P. Manager

10 min

P. Manager

10 min

P. Manager

10 min

P. Manager

5 min

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STUDY GUIDEBOOK CHAPTERS After you have all of your meetings setup, it is important that you study the guidelines for the work that you will be expected to complete over the next few weeks and MEMORIZE the criteria for assessing health and validating Late Date. As health and Late Date are the basis for all decisions made throughout the course of the project, the Project Manager must be able to explain the criteria for each. This may seem like a lot of studying when your instinct is to move your project forward, but it is unlikely that any of the meetings you scheduled to define and plan your project will take place in the first week due to people's existing schedules and workload. There is usually plenty of time to study while completing the Client Methodology Discovery meetings and continuing to perform the basic discovery necessary to prepare for your Project Commencement meetings. Second, if you are not clear on the approach prescribed in The Guidebook it is unlikely that you will achieve the intended results. As the instructions in The Guidebook are written as a step-by-step guide to planning and managing your project, it is important that you study each Chapter before commencing each exercise. The guidelines should then be referenced during each exercise to ensure you are executing each step as written. This approach will ensure that the intended benefits are realized and that your deliverables are crisp on your first attempt. Continue studying each chapter until you feel you can competently brief your Program Manager on the exercises and the value of each. Study the following chapters during your first week. 

Study Chapter 5: First Friday Instructions

Study Chapter 6: Establishing the Planning Schedule

Study Chapter 7: Defining the Project

Study Chapter 8: Planning the Project

The remaining chapters in The Guidebook should be studied the following week to ensure you have a cover-to-cover understanding of The Standard within the two weeks allotted.

MEMORIZE THE HEALTH CRITERIA As you know, health is the basis for most decisions throughout the course of a project as well as the tool used to prioritize the project teams’ time. If things are green, most decide to continue as planned. If not green, decisions need to be made to return to green. The path to green and priority will be different if the health is yellow or red. Given the importance, it is necessary for a Project Manager to memorize the health criteria. What I find that most Project Managers and our consumers don’t know is that health is not a tool for the Project Manager. Health is assessed by the Project Manager and provided to the Project and Portfolio stakeholders as a tool for prioritization.

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We rate the health of tasks and Impediments in our published status reports so the Functional Mgr. ultimately responsible for the delivery of the tasks assigned to their teams can prioritize their assistance. If a Functional Mgr. has five team members assigned to a project and a total of 20 active tasks, they should closely supervise the completion of the red tasks, ask for frequent updates on the yellow tasks and thank the Corporate Gods for the green tasks. If instead, they pick up the phone and go WWIII on the Project Manager for rating tasks yellow or red, it should be clear they don’t understand the PURPOSE of health. If you have ever managed a project, then you have had a Functional Mgr. get crazy with you about yellow and red health ratings. This is evidence that they do not understand that we rate the health as a tool for their use. If they understood this, they would not try to pressure you to rate tasks that are “behind schedule” or “late” green. Also, if they are pressuring you to rate the health of the tasks inaccurately, they are not giving you the support you need to ensure the project you are ultimately delivering for them is successful. Again, if you have ever managed a project, you have had a Project Owner tell you not to change the Project Health to yellow or red for political reasons. This is again evidence that they do not understand the PURPOSE of the tool. We rate Project Health so the Portfolio Managers and C-Level Executives can look at a portfolio report and make fact-based decisions for the reallocation of funds and team members from projects with surplus to projects in need. When you report a project that is yellow or red as green… You eliminate the organization's ability to act early to assist a failing project and almost ensure its failure. Personally, I have never met a C-level executive that is happy when a project is reported green until it’s late and then goes over budget… Regardless of whether it is true or not, they feel that if they had known it was failing, they could have affected the outcome. Wisdom comes with experience… The Project Managers tools to drive the Project are a list of the current tasks (in a Work Plan), a list of the Impediments and an assessment of how long each Impediment can go unsolved before it starts impacting the Project end date and cost. With this information, you can focus the team on the work that is scheduled, develop appropriate responses to Impediments and work the most critical Impediments first. The Project Manager rates the health of the Project and its tasks to ensure their Project Stakeholders have they information they need to prioritize their activities across all projects; maximizing the number of projects completed in their portfolio each year for the funds allocated. We need the Functional Mgr. monitoring their teams’ efforts to provide technical oversight on the yellow and red tasks. We often need additional funds or team members to solve project Impediments and keep the project on schedule or within budget. Without an honest Project Health rating system there is no visibility at a Portfolio Level of where these team members or funds are available or needed; causing Projects to fail and Portfolios to go over budget When you find yourself in a situation where your stakeholders are pushing back on project health, teach them the PURPOSE of Project health; how to use it as a tool to support your efforts and the success of their Project and Portfolio. 180102 120VC PM Guidebook v 5.0 Chapter 4: First Week Instructions

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Memor ize the T ask Health Criteria

The 120VC Task health criteria is simple. Tasks on track are green, tasks that are behind schedule are yellow and late tasks are red. For For Example: If a 2-day task is 50% or more complete at the end of the first day it is “on track”. If that same 2-day task is less than 50% complete at the end of the first day it is “behind schedule”, and if it is not 100% complete at the end of the 2nd day it is “late”.

Memor ize the Impediment Health Criteria An Impediment is a circumstance

The task health criterion applies to both the tasks in the Work Plan and unplanned tasks in the Control Log. And… the task health criterion is the basis or cornerstone for determining all other health.

Memor ize the Scope Item Health Criteria Scope Item health always mirrors the health of the least healthy task within it. Scope Item health is simply a forecast of how Impediments associated with the tasks within the Scope Item will impact the project team’s ability to complete the Scope Item on time. Therefore, if a task in the Scope Item is behind schedule, the Scope Item would be yellow; if one of the tasks is late, the Scope Item would be red. If several tasks are behind, but a single task is late, the Scope Item would be red because Scope Item health always mirrors the health of the least healthy task within it.

Memor ize the Pr oject Health Criteria Project Health always mirrors the health of the least healthy critical path task. This is because Project health is a forecast of how current Impediments will affect the project team’s ability to complete the Project on time. In theory, if you have a critical path task that is late, the project end date will push 1-day for every day the critical path task is late. In this scenario, your project health would be red indicating that the Project will be one day late for every day the impediment goes unresolved.

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Identifying and managing Impediments is primarily what a Project Manager does once the work is kicked-off. Knowing which of those Impediments has potential to or will imminently impact your project end date and cost is the key to determining the health of your project. So… If you have several in-progress tasks and one is red, knowing if it is on the critical path is imperative to determining your Project’s Health.

Memor ize the Steps for Determining Project Health ** Key Note: This formula exists to determine Project Health for the sole purpose of weekly status reporting. It is not the same criteria we use to determine critical path tasks or to prioritize impediments. The final step in completing your Project Status Report is to determine the Project’s Health. Starting with your red tasks, follow the steps below to determine if any of them are on the critical path indicating the health of your project. If none of the red tasks are on the critical path, move on to your yellow tasks. Always assess the Red tasks first. If you have a Red task that is on the critical path your project health is red regardless of the number of yellow tasks on the critical path; the Project’s Health will always mirror the health of the least healthy critical path task. Complete the following steps to Identify Critical Path Tasks. 

Open your Work Plan copy > select the “120VC PM Working View” from the dropdown menu in the upper left-hand corner of MS Project.

Locate the first red or yellow task in question. If the number in the “Slack” column is ≤ 10 days after subtracting the number of days the task is late, for the purpose of status reporting, the task is on the critical path.

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MEMORIZE THE STEPS FOR PRIORITIZING IMPEDIMENTS Calculating the L ate Date The Late Finish Date (Late Date) tells us how long each Impediment can go unsolved before it starts impacting the Project end date and cost. The Late Date is used to prioritize Impediments and determine an appropriate solution. It is not possible to prioritize or determine an appropriate solution to an Impediment unless you know when it will begin impacting your project end date and cost. Remember, the Impediment with the soonest Late Date is the Impediment that has the highest potential to impact your project end date and cost. Complete the following steps to calculate a Late Date for each of your Impediments. 

Create a copy of your Work Plan for the PURPOSE of calculating the Late Date.

Open your Work Plan > select the “120VC PM Working View” from the drop-down menu in the upper left-hand corner of MS Project.

Locate the first task that is behind or late because of the Impediment you are logging.

Identify the number of days of slack associated with the task in the “slack” column.

Increase the task’s duration by the number of days of slack in the “slack” column.

The tasks new finish date is your Late Date.

**Note: The 120VC Work Plan Template has a column in each Work Plan View that calculates the Late Date automatically. It is important to memorize how to calculate the Late Date so you can explain it to a Project Stakeholder if ever challenged. It is also important to memorize the steps in case you are using a Work Plan tool that does not automatically calculate the Late Finish Date.

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COMPLETE FIRST WEEK MEETINGS Complete the C lient Methodology Discovery Meetings 

Bring your 120VC Padfolio and your Program Manager.

At 120VC the Project Manager is prohibited from entering or modifying tasks in the Work Plan in the presence of a client. Our clients have several other Projects they are supporting as well as operational responsibilities. Entering and refining tasks, predecessor/successor relationships and setting up the Work Plan rules is timeconsuming and not an appropriate use of their time. Remember, if you want people to attend your meetings, be efficient and considerate with their time! We have found that the best approach is to interview them to identify their standard deliverables and to take notes in the 120VC branded Padfolio. 

Identify all of the standard deliverables required by the client methodology.

Identify the purpose/value intended by each of the standard deliverables.

Obtain any instructions/documentation associated with each of the standard deliverables.

Obtain any required templates for use with the standard deliverables.

Obtain an understanding of the content required in each of the fields of the templates.

Complete meeting minutes and publish within 30 minutes following the meeting and no later than close of business the following day.

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CHAPTER 5: FIRST FRIDAY INSTRUCTIONS

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PUBLISH A PROJECT BUDGET REPORT Like the Project Status Report, our Project Managers are required to complete and publish a Budget Report each week, no later than Friday. Like project work, the spending generally starts long before the Project Manager is assigned. At a minimum, the cost of the Project Manager begins accruing on the first day and must be tracked and reported to the Project Owner weekly. Remember, no news is always bad news! In conjunction with the Project Owner Interview on the first day, it is important to begin tracking what has been spent to ensure an accurate account of project spending is published to the customer weekly. No one launches a project because they want their company to be the same when it completes. Projects are launched to transform a company from one state to another. The Profession of Project Management makes one very clear promise to those people that utilize our services. Project Managers are responsible for ensuring transformational outcomes by maximizing the use of three things: 1. Cost - Funds allocated to achieve the transformational outcome. 2. Schedule – The time people spend on a project has a direct impact on cost. 3. Scope – Work completed during the project focused on achieving the transformational outcome while minimizing the time and money spent to achieve it. Whether you are new to the Project Management Community or a veteran, you have heard “Cost, Schedule, & Scope” or the “Triple Constraint” referred to as gospel. The interesting thing about the triple constraint is that no one cares how long a project takes if there is no impact to cost. If there is a reason to hit a deadline, you can bet money that there is a financial reason to make the deadline. It’s either because the company will lose money if they miss the deadline or the project will cost more if the deadline is missed. In the end, Cost is always the first constraint mentioned; Schedule is important because it has a direct impact on cost and Scope is the transformational outcome the client is seeking. My point… If a Project goes over budget, people loose their minds!

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Weekly Project Accounting Overview The Project Manager is the only person that is aware of every moving part of a project at a given time. Project Team Members focus on what they are responsible for, and the Executive Stakeholders rely on the Project Manager to keep them informed. The Project Manager is the only person that knows when money is spent, where money is being spent, and why money is being spent. Even if the Project Manager lacks the authority to spend the money, they are the person telling the people with authority “when” to spend. If the Project Manager isn’t keeping track of what is spent, there is no way to assess or manage the COST of the Project. Embarrassingly, it isn’t unusual for Project Managers to rely on the client's finance department for updates on Project spending instead of tracking the expenses as they occur. The flaw in this approach is that the finance department doesn’t know what’s spent until they receive an invoice. That means that the Finance department's records are never accurate or up to date. Their reporting is complicated further by the fact that invoices are often applied to the wrong project or get sent to the Project Owner where they can sit for months before making it to the Accounts Payable department. Ultimately, it isn’t possible for a Project Manager to control Cost if they are NOT tracking what is spent on a weekly basis. Again, no one cares how long a project takes if it doesn’t effect the budget. But when a Project goes over budget people lose their minds and things get really ugly. Proper Weekly Project Accounting gives the Project Manager the information they need to effectively manage cost and… To ensure a Project never goes over budget unless PREVIOUSLY authorized by the client. Weekly Project Accounting consists of the following steps: 1. Collect and electronically Archive Purchase Orders. 2. Collect and log Labor Hours spent on the Labor Hours Report. 3. Account for and log expenses on the Transaction Report. 4. Contact Vendors, obtain copies and electronically archive Invoices. 5. Track invoice aging and work with Accounts Payable to ensure Vendors are paid ontime. 6. Update the Budget Summary Report and publish to the Project Owner.

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Accounts and Bu dget Items In accounting terms, there are “accounts” and “budget items.” Accounts are used to categorize spending. Budget Items are smaller “buckets” of spending within accounts. Typical accounts used for Technology, Facilities and Business projects are Professional Services Labor Travel Software Hardware Maintenance Training **Key Point: The Professional Services account would contain Budget Items for services with fixed bid contracts or when a single Purchase Order is issued for multiple team members. The Labor account would contain Budget Items for Purchase Orders associated with a single project team member where their services are provided on a time and materials basis. **Note: 120VC Project Managers should always be listed under the Professional Services account. Budget Items are defined during the Planning Phase of the Project as the Project Approach is defined and spending occurs. The Budget Items are buckets of spending that are titled so that the Project Owner understands how the project funds are being spent. If I were managing a Project that was building out two data centers; One in Colorado and one in Arizona, I might create budget items that resemble the graphic below.

Account

Budget Items

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Setup the Budget Reports 

Navigate to your Documents > Projects > Project Templates folder and click on the Budget Reports template. The template will open displaying the “Budget Summary Report” worksheet. The Excel template includes the following four worksheets: 1. Budget Summary Report Worksheet 2. Labor Hours Report Worksheet 3. Transaction Report Worksheet

Navigate to the “Security Warning” at the top left corner of the Excel screen and click on Enable Content.

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Navigate to File > Print > Page Setup > Custom Header…

The Custom Header screen will display the standard header information in the template.

Update the “Budget Summary Report” worksheet headers with the project name. 1. Highlight “<Project Name>” in the Left section area.

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2. Enter the project’s full name in CAPITAL letters and click OK to save the change and close the Header screen. 3. Click OK to close the Page Setup screen. 4. Update the headers on the Labor Hours, Transaction Report, and Aging Report worksheets with the project name as described above. 

Set up week ending dates on the Labor Hours worksheet. 1. Click in Cell G3 on the “Labor Hours” worksheet.

2. Enter the date of the “First Friday” of the week you were assigned to the project. The dates of all successive Fridays will be updated automatically. 

Save the Budget Reports file in your Project eFolder > 2 Accounting folder using the following naming convention. [YYMMDD] [Project Name] Budget Reports.xls For Example: 111228 GISP Budget Reports.xls

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Collect and Electronically Archive Purchase Orders A Purchase Order is a document issued to a vendor authorizing them to bill for the goods and services outlined in the Purchase Order. The document containsâ&#x20AC;Ś The Name and billing address of the issuing company. The Name and address of the vendor authorized to bill. A unique purchase order number for tracking purposes. Payment terms. A list of items the vendor is authorized to bill for. The total amount the vendor has been authorized to bill. Purchase Orders can be called different things across organizations, but always serve the same PURPOSE. A Purchase Order is used to grant a vendor financial authorization to invoice for goods and services. The unique PO number listed on the Purchase Order is used to tie the total amount, goods and the vendor back to a Budget Item for tracking and reporting purposes.

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For a vendor to provide goods or services to a Project, their client's finance department will need to issue them a Purchase Order. As illustrated above, the purchase order is more than just a number; it is a document that contains authorization and billing instructions to a vendor. When the Project Manager needs vendor support on a Project, they work with their client's finance department to have a Purchase Order issued to the vendor. Once a Purchase Order is issued, it is important that the Project Manager obtains a copy to ensure their records and their financial tracking are correct. 

Obtain an electronic copy of the Purchase Order from the department within your client's organization that issues them to the vendor.

Save the Purchase Order as a PDF in your Project eFolder > 2 Accounting > Purchase Orders folder using the following naming convention. [YYMMDD] [Project Name] [Vendor Name Abbreviation] PO [PO Number].pdf For Example: 111228 GISP 120 PO 600015688.pdf

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Collect Labor Hours 

Contact all team members who have worked on/charged against the project during the prior week and obtain their timesheet information.

This includes external team members brought on through a purchase order or equivalent process and, in those organizations using departmental cross charges, internal team members. This can be done by obtaining a report from the client’s time keeping system if one is available, or by requiring each of the team members that bill time against your project to send you an email indicating the number of hours they burned. Regardless of the approach, be sure to agree on a process and deadline for weekly Labor Hour submission with every project team member as you onboard them to your project. Otherwise you will spend a significant amount of time tracking this information down each week.

Update the Labor Hours Report The Labor Hours Report provides a summary by project team member of the funds authorized and remaining; tracks the burn rate and provides a calculation of the weeks remaining based on the current burn rate. The Labor Hours Report is updated weekly by having Project Team Members provide the number of hours billed against the Project each week to the Project Manager. **Key Point: Be sure to list the team members on the Labor Hours Report in the same order their corresponding Budget Item is listed on the Budget Summary Report. Also, ensure the Budget Item name is used in the Role field for each project team member. This will help minimize the amount of time spent during Project Reviews. 

Project team member/Role: Enter the first initial and last name of the project team member on the first line and the Budget Item associated with the project team member on the second line.

Authorized Amount: Enter the number of hours and the dollar amount that has been authorized; update these fields as needed if and when the hours and amount are increased and verify that the dollar amount equals the Authorized Amount for the project team member’s Budget Item on the Budget Summary Report.

Totals to Date: Each project team member’s total hours and cost to date are calculated automatically based on the hourly rate in effect and the hours entered each week.

Burn Rate: Burn Rate is calculated automatically and displays the average hours and cost per week for each project team member.

Weeks & $ Remaining: Weeks & $ Remaining is calculated automatically and displays the number of weeks and dollars remaining for each project team member based on the burn rate and authorized amount.

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Hourly Rate: Hourly rates are entered but do not appear. For each new project team member, enter their hourly rate in the field above the column for the week they start working on the project.

Hours: Enter each project team member’s hours for the current week.

Cost: Cost is calculated automatically based on the hourly rate in effect and the hours entered each week. **Note: The rate will be carried forward to subsequent weeks. If the rate for an existing project team member changes, enter the new rate in the field above the column for the week the rate goes into effect.

Save the Budget Reports file in your Project eFolder > 2 Accounting folder using the following naming convention. [YYMMDD] [Project Name] Budget Reports.xls For Example: 111228 GISP Budget Reports.xls

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Sample L abor Hours Report

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Contact Vendors to Obtain Invoices It is important to obtain the invoice associated with each transaction directly from the vendor as soon as it is available. Obtaining copies of the invoices allows the Project Manager to accomplish the following: 1. Ensure the amount invoiced is correct and that it matches the quote. 2. That the purchase order number listed on the invoice is correct so that the finance department logs the invoice to the proper account. 3. To ensure the vendor gets paid on-time. A Project Managers job is to move their Projects forward as aggressively as possible. The vendor team members are as critical to that mission as anyone else. When vendors don’t get paid on-time, they could legally refuse to provide services until they are made whole. Ensuring that your vendors get paid on time accomplishes two things. First, it ensures there will never be a gap in services and second… Vendors have resources that client team members don’t and vendors are always looking for opportunities to create following on business. Wisdom comes with experience… If a vendor representative feels like you are ensuring they get paid on-time and doing everything you can to ensure they are successful, they have the depth and financial power to save the Projects proverbial bacon if ever necessary. And… In my experience, it’s almost always necessary. As a Project Manager, you exist to ensure every member of the team is as successful as possible. There is a tendency to treat the vendor and their team members as third class citizens. The insanity of this approach is that they are an entire organization that can help you if necessary vs. a single team member in the client organization. Treat your vendors with the same respect you would treat the client's team members, and they will go the distance for you and your client when the time comes. The Project Manager must contact each VENDOR and obtain a copy of project related invoices no more than one (1) budget reporting period after the vendor billing cycle noted on the vendor list in QuickBooks. 

Save the Invoice in your Project eFolder > 2 Accounting > Invoices folder using the following naming convention. [YYMMDD] [Project Name] [Vendor Name Abbreviation] Invoice [Invoice Number].pdf For Example: 111228 GISP 120 Invoice 2345.pdf

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Track Invoice Aging and Update the Transaction Report The Transaction Report will display the payment status, and aging of the invoices entered for each transaction in the “Due Date” field. 

Review the Transaction report and identify unpaid invoices.

Contact the client’s Accounts Payable department to check the status of unpaid invoices. If an invoice has been paid, update the payment status on the Transaction Report. If an invoice has not been paid, determine when payment will be made and if there are any impediments to doing so. Be sure to follow up and resolve any obstacle preventing payment of invoices as quickly as possible. **Key Point: It is the Project Manager’s responsibility to ensure that all invoices are paid before they are 5-days past the “Due Date” on the Transaction Report.

Track Project Spending and Update the Transaction Report The Transaction Report works exactly like a bank register. It is used to log all financial transaction for a project in the order they occur. The total amount spent to-date is located at the very bottom of the report in column I. 

Scroll to the bottom of your existing Transaction report, highlight the entire row directly below your last transaction. Right click and select “insert” from the dropdown menu.

Input a transaction that has occurred since your last update. 1. Account: Enter the Account the transaction is associated with from the Budget Summary Report. 2. Budget Item: Enter the Budget Item the transaction is associated with from the Budget Summary Report. 3. Vendor: Enter the Vendor Name. 4. Description: Enter a succinct and unique description for the charge. For labor, enter the Description as follows Week Ending YYMMDD [Description of Labor] For Example: Week Ending 011221 Project Management 5. Hours: If the transaction is for labor enter a number of hours that were billed for. If the transaction is not for labor, leave this field blank. 6. Invoice Date: Input the date on the invoice. If you do not have an invoice yet, leave this field blank. You will update this field when you obtain a copy of the invoice. 7. Invoice #: Input the “Invoice Number” from the invoice. If you do not have an invoice yet, leave this field blank. You will update this field when you obtain a copy of the invoice.

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8. Transaction Status: If you do not have an invoice yet input “Committed.” Once you receive an invoice for this transaction, you will update this field with “Invoiced.” Funds are considered committed to a vendor when the goods or services have been rendered and need to be tracked. 9. Amount: Enter the amount Committed or Invoiced. 10. PO #: Enter the Purchase Order number that the transaction should be billed to. 11. Payment Status: If the client has not yet paid the invoice input “Unpaid.” Once the invoice is paid, you will update this field with “Paid.” 12. Due Date: Copy the formula in the field above into this field. The formula copied will be “invoice date” + “Terms.” Update the number of days indicated in the formula to match the terms outlined on the Purchase Order. If the terms of the purchase order are 15 days your formula should look like the following: =F25+15 13. Repeat steps 1 – 12 until you have input all transactions that have occurred since your last update. 14. Ensure that the “Total Spent” at the bottom of column I is calculating all of the new transactions that have been input into the report properly. 15. Save the Budget Reports file in your Project eFolder > 2 Accounting folder using the following naming convention. [YYMMDD] [Project Name] Budget Reports.xls For Example: 111228 GISP Budget Reports.xls

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Sample Tr ansaction Report

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Complete the Bu dget Summary Report The Budget Summary Report summarizes the Transaction Report by consolidating all of the transactions into single Budget Items and comparing what was authorized, budgeted and currently forecasted for each Budget Item. It is meant to provide the Project Owner with the information necessary to make project decisions relative to progress and remaining funds without overwhelming detail. The Budget Summary Report is developed and maintained manually using the information in the Transaction Report. 

Enter new budget items listed on the Transaction Report under the correct account. **Key Point: Be sure to list the Budget Items on the Budget Summary Report in the same order their corresponding Budget Item is listed on the Transaction Report. This will help minimize the amount of time spent during Project Reviews. 1. Budget Item: Enter the item number and name from the Transaction Report. 2. Vendor: Enter the name of the vendor as it appears on the Transaction Report. 3. Baseline Budget: This field is blank until the Baseline Budget is established. 4. Current Forecast: The amount in the “Current Forecast” should match the “Authorized Amount” until the Baseline Budget is established. 5. Budget Variance: Variance is a calculation of the “Baseline Budget” amount less the “Current Forecast” amount and is calculated automatically. 6. Spent/Committed: Refer to the “Transaction Report” and obtain the total “Amount” spent for each Budget Item. Update as necessary. 7. Amount Remaining: “Amount Remaining” is a calculation of the “Current Forecast” amount less the “Spent/Committed” amount and is calculated automatically. 8. Financial Authorization#: Once financial authorization has been obtained for the Budget Item, enter an abbreviation for the type of financial control used by the client (i.e., “PO”) and the number of that authorization. 9. Authorized Amount: Once financial authorization has been obtained for the Budget item, enter the dollar amount that has been authorized; update this field as needed if and when the dollar amount is increased.

Repeat for all budget items.

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If an Account doesn’t have any Budget Items, enter a “#.## TBD” for a single Budget Item until the Baseline Budget is established.

Save the Budget Reports file in your Project eFolder > 2 Accounting folder using the following naming convention. [YYMMDD] [Project Name] Budget Reports.xls For Example: 111228 GISP Budget Reports.xls

Create a PDF of your Budget Reports. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Select “Print Entire Workbook.” 3. Print the Budget Reports PDF to your Project eFolder > 2 Accounting > Budget Reports PDF Archive folder using the following naming convention. [YYMMDD] [Project Name] Budget Reports.pdf For Example: 111228 GISP Budget Reports.pdf

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Sample Bu dget Summary Report

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Reconcile the Budget Summary, T ransaction and L abor Reports As the Project Manager manually inputs data into the Budget Summary and Labors Hours report each week, verify that the following has been completed prior to publishing a Budget Report… 

That the total “Spent / Committed” at the bottom of the Budget Summary Report matches the total “Amount” at the bottom of the Transaction Report.

That the “Totals to Date” for each project team member entered in the Labor Hours Report matches the “Total” for each Labor Item on the Transaction Report.

That the “Totals to Date” for each project team member entered in the Labor Hours Report matches the “Spent / Committed” for each Labor Item on the Budget Summary Report.

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Publish the Budget Report 

Create the email transmittal in Outlook.

Address the email to the Project Owner and Program Manager only. **Key Point: Budget Reports are only published to the Project Owner and Program Manager. Specific requests by the Project Owner to add people to the distribution must be captured in meeting minutes as an agreement.

Enter the subject in the following format. [Project Name] Weekly Budget Report [MM/DD/YY] For Example: GISP Weekly Budget Report 05/17/02 **Note: If you choose to use an abbreviated project name, you must use that same abbreviation consistently in all project email transmittals to avoid confusion.

Place Cursor Here

Click in the body of the email.

Select Bold and underline from the toolbar.

Type “Budget Summary,” press [Enter] four times, type “Budget Report,” press [Enter] three times, and type “Attachments.”

Put the cursor on the second line after “Budget Summary,” click Increase Indent, and enter the summary. 1. If the current Project Forecast is less than or equal to the total Baseline Budget and there have been no changes to Budget Item Forecasts, state the total Baseline Budget amount, total spent and committed to date, and that all budget items within the project budget are on track.

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2. If Budget Item Forecasts have changed but the current Project Forecast remains less than or equal to the total Baseline Budget, state which budget items have increased and why, which have decreased and why, and that, despite these changes, the total Baseline Budget is on track. 3. If the Project Forecast is greater than its total Baseline Budget, state which budget items have increased and why, which have decreased and why, the total effect of the changes on the Baseline Budget, your mitigation strategy with resolution dates is you have them. **Key Point: An Impediment must be logged if the current Project Forecast is greater than its total Baseline Budget. Also, work must STOP on the task that is causing the current Project Forecast to exceed its total Baseline Budget until an Impediment Assessment is established and a mitigating option is agreed to by the Project Owner. 

Put the cursor on the second line after “Budget Report” and paste the Budget Summary Report worksheet into the body of the email.

Highlight the just copied text and click the Increase Indent icon on the toolbar.

Attach the Adobe Acrobat version of the Budget Report File. 1. Put the cursor after “Attachments,” press [Enter] twice. 2. Click Increase Indent. 3. Attach the Adobe Acrobat versions of the Budget Report File.

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Ensure Project Review checklist compliance. 1. Before publishing your Budget Report, review the points in the Project Review Checklist for the current Phase of your project to ensure that the benefits of the exercise have been realized and that each of the deliverables associated with the publication of your Budget Report is crisp. 2. Also, check each document against the samples in this chapter. If the document doesn’t look the same, go back and edit the document until it matches the example.

Click Send.

Print the Published Budget Report to PDF. 1. Navigate to the Sent Items folder in Outlook and click to open the Budget Report you just published. 2. Navigate to File > Print and select the Adobe PDF printer. 3. Print the email to your Project eFolder > 2 Accounting > Budget Reports PDF Archive folder using the following naming convention. [YYMMDD] [Project Name] Budget Reports Email.pdf For Example: 111228 GISP Budget Reports Email.pdf 4. Print a physical copy of the Budget Report email transmittal PDF and place in on top of the Budget Reports PDF you printed earlier. **Note: Please use two-sided printing whenever possible.

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Sample Bu dget Report Email Transmittal

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PUBLISH A PROJECT STATUS REPORT 120VC Project Managers complete and publish a Project Status Report each week, no later than Friday. The exercise of compiling the status gives the Project Manager the information they need to lead the charge in the coming week, and provides the Project Team with the information they need to prioritize their efforts. If you don’t send one out, people will have to guess what they need to work on or focus on a project with clear priorities. In my experience, Project team members follow the leader… The Project Manager that has published a report and clarified their priorities. One more good reason to publish a Project Status Report weekly is that Project Owners want an update. You are managing a Project that they are 100% responsible for! If it goes well, they are successful, if it fails… The Project Owner fails. If the Project Owner doesn’t get a report by Friday, they assume things aren’t going well. Remember, no news is always bad news! **Note: You will not have a Work Plan or WBS to update on the 1st Friday. The Planning Schedule is established during the second week of the Project. During that review, your 120VC Program Manager will approve and baseline your planning schedule. Therefore, there will not be a Work Plan or WBS to update or attach to the Project Status Report email transmittal on the 1st Friday. All other instructions should be followed as written.

Update the Work Plan The Work Plan is used to derive task, Impediment, and Project Health; task and project percentage complete, as well as the Late Date for all Impediments. The Current and Next Period Planned task are exported from the Work Plan to Excel and then attached to the status report email transmittion to ensure the Functional Mgr.’s have the information they need to support the project, and that the Team members are clear on what they should be focused on in the following week. Take away their “I didn’t know” card! If you do not publish this information at least weekly, you will eliminate your ability to keep the project team accountable and the project on track. Execute the following tasks to update the Work Plan: 

Obtain and input the current completion percentages for the current tasks.

Obtain and input revised finish dates for any task that is late.

Update any predecessor/successor relationships that have changed.

Save the updated Work Plan. 1. Navigate to the View tab > Outline and select “Outline Level 4”. 2. Select the “120VC Work Plan Print View”. When prompted, input the date of the “Friday after next.” Assuming you are completing your status report on a Friday, this would be the date of the Friday two weeks from the current date.

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**Note: This will highlight all tasks that are scheduled to start in the current period – on or before next Friday – that are not 100% complete, and all tasks that are scheduled to start in the next period – between next Friday and the following Friday – that are not 100% complete.

3. Save the updated Work Plan in your Project eFolder > 1 Project Plan folder using the following naming convention. [YYMMDD] [Project Name] Work Plan.mpp For Example: 111217 GISP Work Plan.mpp **Note: Delete any previous versions. 

Create a PDF of your Work Plan 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Work Plan PDF to your Project eFolder > 1 Project Plan > Work Plan PDF Archive folder using the following naming convention. [YYMMDD] [Project Name] Work Plan.pdf For Example: 111217 GISP Work Plan.pdf

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Sample Work Plan

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Reconcile the Work Plan to the Baseline It is important that after you have updated your Work Plan each week, that you confirm none of your changes have affected the start and finish dates for your Project or Scope Items. **Note: A Work Plan must be baselined before it will auto populate and calculate the planned % complete. If you have not set the baseline in your Work Plan, you will receive errors in the “Planned Percentage Complete” column. 

Open the recently updated Work Plan

Select the “120VC Plan vs. Actual” in your Work Plan.

Navigate to the View tab > Outline and select “Outline Level 3”. On your screen, you will see the duration, remaining duration and start and finish dates for your Project and Scope items compared to the baseline.

Scan the Project and Scope Item finish dates in your Work Plan to ensure they match the baseline dates.

If you find current dates don’t match the baseline, review your Work Plan to ensure that you didn’t make any mistakes while updating the file. If no mistakes were made, log an Impediment. If the Late Date is ≤ 10 days from the current date execute the steps in Chapter 12: Managing Imminent Project Impediments. Re-baselining Scope Item finish dates only require Program Manager approval and an explanation of the changes in the Project Status Report. Re-baselining the Project finish date requires both Program Manager and Project Owner approval via formal Project Change Assessment.

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Sample 120VC Plan vs. Actu al View

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Export the Current & Next Period Planned Tasks to Excel This step is pivotal in helping your Project Team Members be as successful as possible. The term “holding someone accountable” sounds like we are accosting them, and the truth is we can’t actually force anyone to be accountable. Accountability is a choice, and our job as Leaders is to help our team members stay accountable to their success. It is incredibly important to remember a couple of things: •

Our team members are likely working on 4 or 5 other projects at the same time. Tracking and prioritizing their tasks and impediments across all 5 projects as well as keeping track of their operational responsibilities can be daunting. And, it is very unlikely that they have been taught an effective way to do this.

Team members will follow the leader that helps them. In fact, they will gladly pull the hail Mary without being asked for the leader that helps them.

The first step to helping them track and prioritize their tasks and impediments across Projects, is to dump the current and next period planned tasks from your Work Plan to excel. It is highly unlikely that any of your project team members have access to MS Project and excel makes it easy for them to cut, paste and sort their tasks. The second step is to teach them to compile the Current & Next Period Planned Tasks file and the Control Logs from each of their projects each week. Once they have spent the 10 or 15 minutes necessary compiled all of these documents, they can sort by Slack, Health and Due Date to easily prioritize their workload each week. ** Key Point: Once you teach your Project Team Members to do this they will complete the current period tasks with the least amount of slack first. This will eliminate the possibility of them missing something that will cause the health of your Project to turn yellow or red. It will also mean that your Project Team Members will MANAGE to the Critical Path. Because no one would intentionally ignore a task they know is going to cause the health of their Project to become yellow or red. Second, it will become evident to them when they have more work than they can complete each week, giving them the opportunity to escalate it to you and their Functional Mgr. before it begins impacting the projects they are supporting. Having a single file that allows team members to track all assignments for all their Projects will make it easier for them to focus on the right work at the right time. It might also make you their hero! 

Navigate to your Documents > Projects > Project Templates folder and click on the Current and Next Period Planned Tasks template.

Click the button labeled “Enable Content”.

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Open the recently updated Work Plan.

In MS Project, navigate to the View > Outline and select “Outline Level 4”.

Select the “120VC Weekly Status Report View”.

When prompted for “120VC Current and Next Period Tasks”, input the date of the “Friday after next”. This filter will highlight late tasks, task scheduled to start in the current period on or before next Friday, and tasks scheduled to start in the next period between next Friday and the following Friday.

Select only the highlighted tasks on “Outline Level 4” by holding down the “Ctrl” button on your keyboard, select each task by clicking on the task number in the left column.

Select copy from the ribbon options in Project, being careful not to disturb the selected tasks.

Paste the “Outline Level 4” tasks into the “Current & Next Period Planned Tasks” excel file.

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Now hold down the control button on your keyboard and then select the letter H (ctrl+H). That will run a macro that formats the Task Health column to properly reflect task health as either Red, Yellow, Green.

Select the Data tab above the ribbon options in Excel, then select Sort from the ribbon options. When the Sort window pops up, input “Assigned” into the “Sort by:” field. Click “Add Level” and then input “Slack” into the “Then by:” Field. Click “OK”.

Save the Current and Next Period Planned Tasks Excel File in your Project eFolder > 4 Project Status Reports folder using the following naming convention. [YYMMDD] [Project Name] Current and Next Period Planned Tasks.xls For Example: 171228 GISP Current and Next Period Planned Tasks.xls

Update the Control Log The Tasks and Impediments in the Control Log will be published to your Project Team so they can compile and prioritize them along with their Current and Next Period Planned Task assignments. It is important that the information in this log be accurate and up to date. 

Update start and finish dates for any task or Impediment with a TBD finish date. Remember, a task without a start, and finish date hasn’t been started.

Update team members assignments for any task with a TBD. Remember, an unassigned task hasn’t been started.

Check each Impediment to ensure Late Dates have not changed.

Update the completion percentages for both tasks and Impediments.

Update the health for both tasks and Impediments.

Move any task or Impediment that is 100% complete to the closed worksheet.

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Save the Control Log in the root of your Project eFolder using the following naming convention. [Project Name] Control Log.xls For Example: GISP Control Log.xls

Create a PDF of your Control Log. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Under “Settings” select “Print Entire Workbook.” 3. Print the Control Log PDF to the root of your Project eFolder using the following naming convention. [Project Name] Control Log.pdf For Example: GISP Control Log.pdf

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Sample Control Log

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Prepare the Project Status Repor t 

Navigate to your Documents > Projects > Project Templates folder and click on the Project Status Report template.

Enter the project information into the Project Dashboard. 1. Highlight “<Project Name>” and enter the project’s full name. 2. Report Period: Enter the dates for the Monday and Friday of the period covered in the report using the following naming convention. MMDDYY - MMDDYY For Example: 05/13/11 – 05/17/11 3. Project Owner: Enter the name of the Project Owner. 4. Project Manager: Enter your name. 5. Start Date: Enter the date of the Initial Project Owner Interview in MM/DD/YY format. 6. Finish Date: Enter “TBD.” **Note: This will remain as “TBD” until you establish the Planning Schedule. 7. Phase: Enter “Planning.” 8. Project Health: Leave as is; project health will be determined last. 9. Actual % Complete: Enter the % Complete from Line 0 of your Work Plan. **Note: This will remain as “TBD” until you establish the Planning Schedule. Plan % Complete: Enter the Planned % Complete from Line 0 on the “120VC Plan vs. Actual” view of your Work Plan into the Plan % field on the Status Report. **Note: This will remain as “TBD” until you establish the Planning Schedule. **Note: A Work Plan must be baselined before the Planned % Complete will calculate. If you have not set the baseline in your Work Plan, you will receive errors in the “Planned Percentage Complete” column.

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Update the Project Impediments section in the Project Status Report. Impediments should be listed in the Project Impediments section in chronological order by Late Date. Sorting them by late date allows the reader to view the Impediments in the order they will begin impacting the Project’s end date and cost. 1. Use the filter on the “Type” column and select only “Project Impediments.” 2. Once filtered apply an “Oldest to Newest” sort by the “Late Date” column. This will list the Project Impediment in chronological order by their potential to impact the project end date and cost. 3. Highlight Type through Assigned, including in the header row, all Impediments that will be transferred to the Status report.

4. Select copy as a picture, from the clipboard options in Excel, and use options: As shown on Screen and Picture format.

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5. Paste the Impediments picture into the “Project Impediments” section of the Status Report. 6. Adjust sizing of the picture as necessary to match the size of the table that contains the section heading “Project Impediments”. 

Validate the health of the project. Even though the MS Project template assesses the health of the Project for you automatically, it is important that the Project Manager understand how it is calculated and that you verify that MS Project is functioning properly. In addition to validating the health calculated by MS Project, understanding the health calculation will allow you to explain it to Project Team Members when they ask. If you can’t explain why its Red, good luck defending it! Project health is simply a forecast of how current Impediments will affect the project team’s ability to complete the Project on time. If you have a critical path task that is late, the project end date will push 1 day for every day the critical path task is late. In this scenario your project health would be Red indicating that you have an Impediment that will push the project end date out for every day it goes unresolved.

roject Health

Mirrors the health of the least healthy critical path task

1. Complete the following steps to Identifying Critical Path Tasks for each of the red tasks in the “Current & Next Period Planned Tasks – Work Plan” section of the Project Status Report. If any of these tasks are on the critical path, your Project Health will be red. Open your Work Plan copy > select the “120VC PM Working View” from the drop down menu in the upper left hand corner of MS Project. Locate the first red or yellow task in question. If the number in the “Slack” column is ≤ 10 days after subtracting the number of days the task is late, the task is on the critical path. 2. If none of the red tasks are on the critical path, follow the instructions for Identifying Critical Path Tasks for each of the yellow tasks in the “Current & Next Period Planned Tasks – Work Plan” section of the Project Status Report. If any of these tasks are on the critical path, your Project Health will be yellow. 3. If none of the red or yellow tasks are on the critical path your Project Health will be green.

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4. Input the Project Health on the Dashboard of your Project Status Report

**Key Point: If your Project Health is changing from green or to red in the Planning Phase, be sure to send and review an “FYI” with your Program Manager and obtain approval to provide an “FYI” to your Project Owner early enough to ensure you publish your weekly Project Status Report on time (no later than COB Fridays). 

Update the Status Summary section.

Update the Status Summary Section Remember, Project documentation should be barely sufficient. Keep it short and sweet while ensuring you provide just the information the team needs to know. Consider the Project Owner and Program Manager the audience for the Status Summary section. When writing this section bear in mind that… The Project Owner should be able to forward the status report to an uninformed recipient with a few comments to bring them current on your project. Your Project Owner and Program Manager are responsible for several other projects and do not rely on their memory when reading current reports. The status summary cannot imply or assume your audience can infer from past information, it must be explicit. Status Reports are meant to answer questions, not cause them. If after reading a status report your audience needs to contact you for clarification, your status report was a total waste of everyone’s time! Bullet points are not acceptable. Keep your Status Summary brief while covering the information you’re Project Owner, Program Manager and Executive Stakeholders need. To do that, address the following points in your Status Summary Section in the exact order listed. 1. If your Project Health is not green, provide an explanation of the Impediment to your Project End Date and Cost; include the steps you are taking to solve the Impediment impacting the health with resolution dates if they are available. 2. Describe the accomplishments that moved your project closer to completion since the last status report was published; include any pertinent next steps. 3. Describe the remaining project Impediments; include the steps you are taking to solve them with resolution dates if they are available.

Update the Recent Accomplishments – Past 30 Days section.

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1. Create a bulleted list of the top 2 and no more than 5 major accomplishments achieved in the last 30 days. A good source for identifying the top 5 major accomplishments is the status summary section of past status reports, your Work Plan & Control Log. Be sure that each accomplishment listed is relevant to the Project Owner and Executive Stakeholders. Ensure they would agree the accomplishments listed make their top 2 - 5 list! 2. Input the date each of these accomplishments was completed in the “Finish” column. **Note: Input an “N/A” into this section when publishing the first week’s report. 

Update the Planned Accomplishments – Next 30 Days section. 1. Create a bulleted list of the top 2 and no more than 5 major accomplishments planned in the next 30 days. Use the Work Plan and Control Log to identify planned accomplishments, and consider any Objective, Scope Item or task that has been a recent hot topic with the Project Owner and Executive Stakeholders. **Key Point: If your Project Health is yellow or red, the first Planned Accomplishment should be a task to execute the plan to return the Project to green. The Planned Accomplishment should clearly indicate which of the following actions will be taken to return the Project Health to green: The Project needs additional funds to solve the Impediment impacting its health. The Project needs additional team members to solve the Impediment impacting its health. The solution to solving the Impediment does NOT require funds or team members to return the health to green; No action is required of the PgM. 2. Input the date each of these accomplishments is scheduled to be completed in the “Finish” column.

Save the Project Status Report in your Project eFolder > 4 Project Status Reports folder using the following naming convention. [YYMMDD] [Project Name] Project Status Report.doc For Example: 011228 GISP Project Status Report.doc

Create a PDF of your Project Status Report. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Status Report PDF to your Project eFolder > 4 Project Status Reports > Status Report PDF Archive folder using the following naming convention. [YYMMDD] [Project Name] Project Status Report.pdf For Example: 011228 GISP Project Status Report.pdf

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Sample Project Status Report

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Publish the Project Status Repor t 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Project Status Report template.

Address the email to your entire project team; everyone listed in the Roles Matrix or if you are in the Planning Phase, to those that you anticipate will have a role in the Roles Matrix. ** Key Point: It is especially critical to ensure the status report is not published to an executive not listed in the Roles Matrix that outranks the Project Owner.

Enter the email subject in the following format [Project Name] Project Status Report [MM/DD/YY] For Example: GISP Project Status Report 05/09/14 **Note: If you choose to use an abbreviated project name, you must use that same abbreviation consistently in all project email transmittals to avoid confusion.

Click in the body of the email.

Select Bold and underline from the toolbar.

Type “Status Report,” press [Enter] three times, and type “Attachments”.

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Highlight from “Report Period” through the last row of the Project Status Report in the Word document and copy the selection.

Return to the Outlook message window and place the cursor in the second line below “Status Report” and paste the selection into the email.

Place Cursor Here

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Attach the Status Report, Work Plan, Control Log and the Current and Next Period Planned Tasks. 1. Put the cursor after “Attachments,” press [Enter] twice. 2. Attach the Adobe Acrobat versions of the Status Report and Work Plan 3. Attach the Excel version of the Control Log and Current and Next Period Planned Tasks Files.

Click Send.

Print the Published Project Status Report to PDF. 1. Navigate to the Sent Items folder in Outlook and click to open the Project Status Report you just published. 2. Navigate to File > Print and select the Adobe PDF printer. 3. Print the email to your Project eFolder > 4 Project Status Reports > Status Report PDF Archive folder, and over-write the PDF of the Project Status Report created previously.

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Sample Project Status Report Email Transmittal

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CHAPTER 6: ESTABLISHING THE PLANNING SCHEDULE

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BUILD THE PLANNING SCHEDULE Planning Schedu le Overv iew During the First Week, the Project Manager: 

Completes the Initial Project Owner Interview.

Identifies the standard deliverables required by the clients methodology, and…

Obtains commitments from the client’s team members on the durations and completion schedule for the standard deliverables.

During the second week, the Project Manager: 

Builds the Planning Schedule.

Completes a Planning Schedule Document Review.

Obtains Project Owner approval of the Planning Schedule, and…

Obtains Project Team acceptance, establishing the Planning Schedule.

Once you have identified each of the standard deliverables required by the client’s methodology, you will need to meet with, review and obtain a commitment from the team members necessary to complete each. Once you have a commitment for the assignment and completion of each of these deliverables you can Build the Planning Schedule. After you Establish the Planning Schedule you will have deadlines for the completion of each of the tasks necessary to plan your Project. The schedule will allow you to schedule all of your project reviews, Project Commencement meetings, Planning Meetings, Approvals and Project Kick-Off. Scheduling these meetings during the second week is a key principle in ensuring you complete planning within the agreed upon duration and as fast as possible. As people are busy and generally booked in advance, the sooner you send an invite for a future meeting, the greater the likelihood the recipients will be available. If you wait until a time closer to the date the meeting needs to occur, you increase the likelihood that some if not all the recipients will be unavailable. Remember, if you wait… You will be late! Since Project Management is all about creating a plan to achieve a future outcome, a Project Manager that doesn’t use task start and finish dates to schedule future meetings is allowing the schedule to slip!

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120VC Work Plan Structure The Work Plan template will open in the 120VC PM Working View and display Outline Level 4 which will include: Project Summary Task (Line 0) – Project Name Outline Level 1 – Project Name Outline Level 2 – Project Objectives for Planning, Kick-off & Closure Outline Level 3 – Scope Items for Planning, Kick-Off & Closure Outline Level 4 – Tasks for Planning, Kick-Off & Closure

Summary Task (Line 0)

Outline Level 1 Project Name

Outline Level 2 Objectives

Outline Level 3 Scope Items

The WBS View (above) summarizes and is used to track and report progress at an executive level and only extends to Outline Level 3. The 120VC Work Plan hierarchy has a total of 4 Outline Levels as illustrated below. The summary task on “line 0” is not a functional Outline Level.

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The Planning Sch edule Rules of Engagement 1. Don’t alter the standard tasks in the Work. 2. Don’t alter the existing predecessor / successor relationships for the standard tasks in the Work Plan. 3. Once you have added the unique planning tasks necessary to complete project planning, you can create new predecessor / successor relationships to the standard tasks as necessary. 4. The Project Manager should input their full name into the Assigned field for each of the standard tasks. 5. Adjust the task duration and work hours for each of the standard tasks in the following Scope Items based on your estimate of the number of hours it will take to complete each. •

Establish the Charter

Establish the Planning Documents

Establish the Baseline Budget

6. Create duplicates for the following tasks based on the number of times you think you will have to conduct each of the meetings to complete planning. Once duplicated the meeting name should remain intact with the addition of a hyphen at the end of each and a description that distinguishes each meeting from the others. •

Complete the Executive Stakeholder Project Commencement Meetings

Complete the Project Team Commencement Meetings

Complete Work Plan Step 1 Meetings

Complete Work Plan Step 2 Meetings

Complete Work Plan Step 3 Meetings

For Example: Complete Work Plan Step 1 Meetings – Client Services Complete Work Plan Step 1 Meetings – Sales and Marketing Team 7. Don’t add standard client deliverables to the following Scope Items: •

Complete 1st Day Activities

Complete 1st Week Activities

Complete 1st Friday Activities

Establish the Planning Schedule

8. Tasks identified as standard client deliverables can be added to any of the following Scope Items: •

Establish the Charter

Establish the Planning Documents

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Establish the Baseline Budget

Establish the Closure Document

Finalize Project Documentation

9. Or, create custom Scope Items on Outline Level 3 for standard client deliverables. 10. Schedule the finish date for “Establish the Planning Schedule” before close of business during the second week of the Project. 11. Schedule the start date for “Establish the Planning Documents” for the day after the finish date for “Establish the Charter”. 12. Schedule “Complete the Kick-Off Meeting” to start 1 day after the finish date for “Complete the Planning Documents Approval Meeting”. 13. Schedule “Establish the Baseline Budget” to start 1 day after the finish date for “Complete the Kick-Off Meeting”.

Setup the Work Plan Template 

Navigate to your Documents > Projects > Project Templates folder and click on the Work Plan template.

Navigate to File > Options > Schedule.

Verify that the default task type is “Fixed Duration.” The 120VC project health and Impediment forecast model is based on duration. Accordingly, the default task type in MS Project must be “Fixed Duration” to work with the 120VC Work Plan Rules, Assess Impediments, and Project Health.

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Navigate to Project > Project Information.

Input the Project Start Date and click OK. **Key Point: The Project start date is always the same day as the Initial Project Owner Interview.

Return to the “120VC PM Working View”.

Highlight “<Project Name>” on line 0 and replace with the full project name in all capital letters. **Note: Inputting the Project Name on line 0 will auto populate the header in each of the 120VC views.

Highlight “<Project Name>” on Line 1 of the Work Plan and enter the project’s full name.

 Highlight the Closure Scope Items and delete them from the Work Plan.

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Prepare the Planning Schedule 

Select the “120VC PM Working View”. **Note: The PM Working View contains predefined fields but can be customized by the Project Manager for use as they see necessary to manage their plan, assess Impediment and Project Health.

Prepare the Work Plan. 1. Enter the standard client deliverables, work effort (number of hours), and project team member assignments identified during Client Methodology Discovery on Outline Level 4 beneath the appropriate Scope Item. 2. Use the hours estimated by the assigned contributors and the half time model to derive task duration (number of days) for each of the standard client deliverables. 3. Create the predecessor/successor relationships. 4. Verify the proper application of the 120VC Work Plan Rules. 5. Verify that the Planning Schedule Rules of Engagement have been followed.

Save the Work Plan. 1. Select the “120VC Work Plan Print View”. 2. Navigate to the View tab > Outline and select “Outline Level 4”. 3. Select the “120VC Work Plan Print View”. When prompted, input the date of the “Friday after next.” Assuming you are completing your status report on a Friday, this would be the date of the Friday two weeks from the current date. 4. Save the updated Work Plan in your Project eFolder > 1 Project Plan folder using the following naming convention. [YYMMDD] [Project Name] Work Plan.mpp For Example: 111217 GISP Work Plan.mpp **Note: Delete any previous versions.

Create a PDF of your Work Plan 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Work Plan PDF to your Project eFolder > 1 Project Plan > Work Plan PDF Archive folder using the following naming convention. [YYMMDD] [Project Name] Work Plan.pdf For Example: 111217 GISP Work Plan.pdf

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Sample Planning Schedule

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Prepare the WBS 

Open the Work Plan and format the document. 1. Select the “120VC WBS Print View”. 2. Navigate to the View tab > Outline and select Outline Level 3. 3. Select the “120VC Work Plan Print View”. When prompted, input the date of the “Friday after next.” Assuming you are completing your status report on a Friday, this would be the date of the Friday two weeks from the current date.

Create a PDF of your WBS. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the WBS PDF to your Project eFolder > 1 Project Plan > WBS PDF Archive folder using the following naming convention. YYMMDD [Project Name] WBS.pdf For Example: 111217 GISP WBS.pdf

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Sample WBS

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Prepare the Planning Schedule A & A For m 

Navigate to your Documents > Projects > Project Templates folder and click on the A & A Form template.

Project Name: Input the Project Name.

Document Name: Input “Planning Schedule.”

Program Manager Approval: Include enough lines in this subsection for the signature of the Program Manager as well as additional lines for use in the event of personnel changes during the project.

Project Owner Approval: Include enough lines in this subsection for the signature of the Project Owner as well as additional lines for use in the event of personnel changes during the project.

Acceptance: Include enough lines in this subsection for the signatures of the Executive Stakeholders, Project Manager, Functional Mgr. and Team members as well as additional lines for Project Team members who may be added during the project. **Note: There is no need to input the names or titles of those you are seeking approval / acceptance from. They can be handwritten at time of signature.

Save the A & A Form in your Project eFolder > 1 Project Plan > Charter & Planning Documents Archive folder using the following naming convention. [YYMMDD] [Project Name] Planning Schedule A&A.doc For Example: 120108 GISP Planning Schedule A&A.doc

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OBTAIN PLANNING SCHEDULE APPROVAL AND ACCEPTANCE Complete the Planning Schedu le Document Review 

Email the MS Project version of the Work Plan to your Program Manager no later than start of business the day prior to the document review meeting.

Complete the Planning Schedule Document Review Meeting.

If changes are required, use the Single Meeting Approach and make them during the meeting. Then save the revised documents, changing the date in the document file name as needed and create new PDF’s.

Request Program Manager Approval of the Planning Schedule. Once the Project Review is complete and the Program Manager has conveyed verbal approval of the document, prepare an email to capture the Program Managers electronic approval. 1. Navigate to your Documents > Projects > Outlook Templates folder and click on the Planning Schedule Approval Request – Program Manager template. 2. Subject: Approval Required: [Project Name] Planning Schedule 3. Body: Please respond with your approval of the attached Planning Schedule for use and submission for Project Owner approval. 4. Attach the Work Plan PDF to the email.

Baseline the Approved Planning Schedule

1. Navigate to the Project tab > Set Baseline and select Set Baseline. 2. Select “Baseline” from the “Set baseline” drop down list. 3. Click “entire project”, the select “OK”. 180102 120VC PM Guidebook v 5.0 Chapter 6: Establishing the Planning Schedule

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**Note: A Work Plan must be baselined before it will auto populate and calculate the planned % complete. 

Create the Approved Planning Schedule PDF. 1. Print the Program Managers email reply w/ approval to PDF. 2. Annotate the Printed A & A form to reflect receipt of Program Manager Approval via email (See sample Approved Planning Schedule PDF on the following page for an example of how to complete the annotation). 3. Scan the annotated A & A form to PDF and save to your Project eFolder > 1 Project Plan > Charter & Planning Documents Archive folder using the following naming convention. [YYMMDD] [Project Name] Approved Planning Schedule.pdf For Example: 120108 GISP Approved Planning Schedule.pdf 4. Open the recently created Approved Planning Schedule PDF and insert the following PDF documents after the A & A form in the following order. •

The Program Managers email reply w/ approval.

The Work Plan w/ current and next period work highlighted.

5. Check the Approved Planning Schedule PDF layout against the sample Approved Planning Schedule PDF on the following page. 6. Click Save 

Capture the Program Managers approval of the Planning Schedule in meeting minutes.

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Sample Approved Planning Schedule PDF

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Complete the Planning Schedu le Appr oval Meeting 

Email the Approved Planning Schedule PDF to the Project Owner and Executive Stakeholders no later than start of business the day prior to the document approval meeting.

Conduct a task-by-task vetting of the Planning Schedule. Manage the meeting to ensure that you obtain approval before it concludes. **Key Point: Don’t make requested changes to the document in the meeting. Document revisions can be time consuming, get in the way of successfully completing the approval meeting and ultimately slow the completion of the project. Capture requested changes in the meeting notes and published via meeting minutes.

Obtain Project Owner Approval. Assure the Project Owner that their requested changes will be published via meeting minutes and then completed. Request their approval of the document pending the changes and obtain an approval signature to avoid a future meeting.

Obtain acceptance from the Executive Stakeholders, indicating their consensus with the Project Owner and that they have reviewed the document, understand it, and will lend their support to the project as needed to ensure its success.

Once you have obtained acceptance from the Executive Stakeholders, sign in the Acceptance section yourself.

Capture the approval and acceptances as agreements in meeting minutes.

Vet requested changes to the Planning Schedule with your Program Manager. Capture the Program Managers approval of the revised document in meeting minutes.

Incorporate the approval and acceptances received and changes made to the Planning Schedule into your Approved Planning Schedule PDF.

Obtain approval or acceptance from anyone that was not in attendance prior to the Acceptance Meeting and incorporate them into the Approved Planning Schedule PDF.

Complete the Planning Schedu le Acceptance Meeting 

After obtaining the requisite approvals and incorporating any requested changes, email the updated Approved Planning Schedule PDF to the rest of the Project Team. List any changes made in the Approval meeting in the email, and request that they review the document prior to the meeting. Be sure to note that the PURPOSE of the meeting is to review the document and answer questions to ensure the teams understanding; go over current and next period tasks and obtain their final acceptance of the Planning Schedule. **Key Point: The Acceptance meeting should include the Project Owner and Executive Stakeholders so that they can support the acceptance process.

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At the beginning of the meeting it is important to frame its purpose with the team. Remind the team that the Planning Schedule is approved, that the PURPOSE of this meeting is to review the schedule, answer questions to ensure clarity and then begin executing the work. Questions should focus on developing a comprehensive understanding of the current and next period tasks and not on refining the Planning Schedule.

Conduct a task-by-task review of the highlighted current and next period work in the Work Plan PDF.

Obtain acceptance on the Planning Schedule Approval & Acceptance from any Contributor assigned a task in the Work Plan and their Functional Mgr., indicating that they have reviewed the document, understand it, and will comply with its intent.

Capture the acceptances as an agreement in meeting minutes.

Update the Approved Planning Schedule PDF with the current A & A form.

Request Acceptance of the Planning Schedule from team members assigned a task in the Work and their Functional Mgr. not present in the meeting. Prepare an email to capture electronic acceptance. 1. Address the email to Team members assigned a task in the Work and their Functional Mgr. not present in the meeting. 2. Subject: Acceptance Required: [Project Name] Planning Schedule 3. Body: The attached Planning Schedule has been approved by the Project Owner. Please respond with your acceptance, acknowledgment of understanding and compliance with its intent. 4. Attach the most recent Approved Planning Schedule PDF to the email. **Key Point: The deadline to establish the Planning Schedule is close of business 3 days after the Acceptance meeting. If a team member does not respond to the acceptance request by the end of the first 24-hour period, complete a "5 x 5" during the next 24 hours to ensure that all acceptances are obtained from all parties within the allotted 3 days.

Once all approvals and acceptances have been obtained, update and finalize the Approved Planning Schedule PDF by annotating the A & A form with all electronic acceptances, scanning and incorporating both the A & A form and each electronic approval / acceptance into the Approved Planning Schedule PDF.

When the document is complete and ready for Program Manager Review it should contain… 1. An A & A Form with a signature or annotation for electronic approval/acceptance from the Program Manager, Project Owner, Executive Stakeholders, Functional Mgr. and Team members with a task assignment in the Work Plan. 2. An email indicating electronic approval/acceptance from anyone indicated by an annotation on the A & A form in the order indicated on the A & A form. 3. The approved/accepted Planning Schedule. 180102 120VC PM Guidebook v 5.0 Chapter 6: Establishing the Planning Schedule

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Save the Approved Planning Schedule PDF in your Project eFolder > 1 Project Plan > Charter & Planning Documents Archive folder using the following naming convention. [YYMMDD] [Project Name] Approved Planning Schedule.pdf For Example: 120108 GISP Approved Planning Schedule.pdf

Delete any previous versions of the document.

Publish the Approved Planning Schedule PDF to the Project Team establishing the document for use.

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SCHEDULE THE PLANNING PHASE MEETINGS After the Establishment of the Planning Schedule you will have deadlines for each of the tasks in these phases. To maximize the possibility of meeting the deadlines, immediately schedule all the meetings necessary to complete each of the deliverables. Remember, if you wait… You will be late! The cadence and agenda of the Planning Phase Meetings assume that they will be executed in a matrix environment with non-dedicated team members and multiple executive stakeholders. Therefore, each of these meetings will need to be scheduled several times with various groups of team members to pull together the information/consensus necessary to complete a Project Definition. However, if you are working in an environment that has embraced Agile, the Executive Stakeholder and Project Team Commencement Meetings can be pulled together into a single multi-day Agile Inception. The combined agenda remains the same, but instead of having multiple meetings over the course of several weeks you will complete a single multi-day intensive to define the Project. Pulling together the Project Owner, Executive Stakeholders and Project Team Members into a single multi-day meeting will dramatically decrease the amount of time to complete Planning, and the collaborative process will create transparency, trust, commitment and clarity amongst the Project Team. This approach not only creates velocity, it enables better project outcomes.

Schedule the Executive Stakeholder Commencement Meetings The PURPOSE of this meeting is to begin gathering the information you need to define your Project Charter by convening a meeting with the Project Owner and the Executive Stakeholders to walk them through your understanding of what each of them expects to achieve with the completion of this project. As this will be the first meeting with the Executive Stakeholders it will also define your future relationship with each of them. It should establish their perception of you as a Leader as opposed to a note taker. In addition, it is your best opportunity to eliminate obstacles that will slow your progress and the possibility of Project failure caused by having Executive Stakeholders that DO NOT share the same vision. As this is a major cause of Project failure, it is important to facilitate through resistance or concerns and arrive at a Project Definition that meets the needs of the Project Owner and all the Executive Stakeholders. “Challenge, conflict and critique just ROCK; we have to look at those things as the sources of value creation rather than something to be avoided” – Edward Freeman Enterprise Project generally have multiple Executive Stakeholders, all with different organizational responsibilities. Executives with differing responsibilities also have different success criteria. At the beginning of this meeting it is highly unlikely that the Project Owner and Executive Stakeholders will be aligned on what success looks like. This meeting is your opportunity to work with them to develop a Win-Win Project definition. When you conclude this meeting, you must have ACCOMPLISHED the following: 

Executive Stakeholder consensus and a clear vision of the high-level Project Approach (What they want and how it will be rolled out).

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Executive Stakeholder consensus and a clear vision of the Benefits that must be realized by Project Closure (Why they want the project completed).

A list of their Vendors and Functional Mgr. that will be participating in Defining, Planning, and completing the project.

Answers to all the questions necessary for you to define the Project Goal, Objectives, and Benefits in your Charter.

**Key Point: Though one outcome of this meeting is for the Project Manager to obtain the information necessary to define the Goal, Objectives, and Benefits in the Charter, it is important that the Project Manager DOES NOT write and refine these items with the Project Owner and Executive Stakeholders in this meeting. Simply gather the information necessary to accomplish this later. The larger purpose of these meetings is to brainstorm/co-create a Project definition that serves each of the executive stakeholders. Brainstorming and co-creating a Project definition requires a facilitator skilled in the art of active listening. A skilled Project Manager will: •

Present their understanding of the Project from the initial Project Owner interview.

Stop frequently during their presentation and actively seek feedback by asking open ended questions; questions that require more than a yes or no answer.

Frequently paraphrase the points of view shared by participates to ensure clarity and alignment.

Recognize that expressed frustration is an opportunity to work through differences toward a common definition.

See obstacles/concerns raised as stepping stones towards a win/win scenario.

As this meeting requires you to have a solid understanding of what your Project Owner expects in advance, there is some discovery necessary prior to conducting the meeting. This discovery begins in the Initial Interview with the Project Owner and may continue every day leading up to the meeting. It will require you to discuss the Executive Stakeholder Project Commencement meeting and what you plan to accomplish with the Project Owner, get buy-in from the Project Owner on their role in this meeting and identify the Executive Stakeholders. Additionally, obtaining a commitment from the Executive Stakeholders to attend this meeting might require you to meet with them as you did the Project Owner, review what you plan to accomplish, their roles and why it benefits them to participate. Continue to schedule and conduct Executive Stakeholder Project Commencement meetings until you have accomplished all the outlined Accomplishments and each of the Agenda items. To schedule the Executive Stakeholder Project Commencement meetings, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Executive Stakeholder Commencement Meeting template.

Setup an invite in Outlook for 1 - 2 hours depending on the complexity of the Project and invite the Project Owner, and all Executive Stakeholders.

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**Note: If you don’t know who all the Executive Stakeholders are, they can be added to the invitation later. 

Format the subject line as follows: [Project Name] - Executive Stakeholder Project Commencement Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and contains a white board for use while facilitating consensus.

Include the following agenda in the meeting request.

Agenda Obtain consensus on what needs to be accomplished by when. Obtain Consensus on the high-level approach for accomplishing the Project. Obtain consensus on what benefits need to be achieved by Project Closure. Obtain the names and contact information for each of the Vendors and Functional Mgr. that will participate in the Definition, Planning, and Completion of the project

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Owner

Time Allotted

P. Manager

15 min

P. Manager

15 min

P. Manager

15 min

P. Manager

15 min

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Schedule the Project Team Commencement Meetings The PURPOSE of this meeting is to work with the Vendors, Functional Mgr. and most importantly the Subject Matter Experts (contributors) to define a step-by-step approach to accomplishing what the Project Owners and Executive Stakeholders agree needs to be accomplished by the Project. When you conclude this meeting, you must have ACCOMPLISHED the following: 

Subject Matter Expert (Contributor) consensus on the Project Approach.

The identification of the Assumptions made in the Project Approach.

The identification of the Impediments associated with each of the Assumptions and a strategy for ensuring each of the potential Impediments do not occur.

The identification of the Constraints the Project Approach is predicated on.

Answers to all the questions necessary for you to define the Project Approach, Scope, Assumptions, Impediments, and Constraints in your Charter.

** Key Point: Though one outcome of this meeting is for the Project Manager to obtain the information necessary to define the Approach, Scope Items, Assumptions, Impediments & Constraints in the Charter, it is critical that the Project Manager DOES NOT write and refine these items in this meeting. Simply gather the information necessary to accomplish this later. Continue to schedule and conduct Project Team Commencement meetings until all the outlined Accomplishments and each of the Agenda items have been completed. To schedule the Project Team Commencement meetings, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Project Team Commencement Meeting template.

Setup an invite in Outlook for 1 - 2 hours depending on the complexity of the Project and invite the Vendor representatives, Functional Mgr. and Subject Matter Experts.

**Note: If you don’t know who all the participants are, they can be added to the invitation later. 

Format the subject line as follows: [Project Name] - Project Team Commencement Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and contains a white board for use while facilitating consensus.

Include the following agenda in the meeting request.

Agenda Provide an Overview of the agreements from the Executive Stakeholder Commencement meetings. Facilitate a discussion to define the Project Approach

Owner

Time Allotted

P. Manager

15 min

P. Manager

30 min

Facilitate a discussion to identify the Assumptions

P. Manager

30 min

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Facilitate a discussion to identify the Impediments and Mitigations Facilitate a discussion to identify the Constraints

P. Manager

30 min

P. Manager

15 min

Schedule the Charter Document Review To schedule this document review, you will send your Program Manager a distinct invite coinciding with one of the recurring weekly project reviews that you scheduled previously. To schedule the document review, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Charter Document Review Meeting template.

Setup an invite in Outlook for 2 hours and invite your Program Manager.

Format the subject line as follows: [Project Name] - Charter Document Review

Input the web conference information used for the recurring weekly project review meeting into the location field.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Provide a project update to the Program Manager

P. Manager

15 min

Complete the Charter Document Review

P. Manager

100 min

P. Manager

5 min

Obtain Program Manager approval of the Charter for review with the Project Owner and Executive Stakeholders

**Note: The documents to be reviewed need to be sent to your Program Manager for review no later than start of business the day prior to the document review.

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Schedule the Charter Document Appr oval Meeting When scheduling this meeting bear in mind that you may need to make changes to the Charter based on feedback provided by your Program Manager in the Charter Document Review Meeting. To schedule document approval, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Charter Document Approval Meeting template.

Setup an invite in Outlook for 1 hour and invite the Project Owner, and any Executive Stakeholders.

**Note: If you don’t know who all the Executive Stakeholders are, they can be added to the invitation later. 

Format the subject line as follows: [Project Name] - Charter Document Approval Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and allow for the use of a projector to review the Charter and make any necessary changes during the meeting.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Complete Final Review of the Project Charter

P. Manager

50 min

Obtain Signature of Approval from the Project Owner Obtain Signature of Acceptance from the Executive Stakeholders

P. Manager

5 min

P. Manager

5 min

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Schedule the Charter Document Acceptance Meeting Schedule the Charter Document Acceptance meeting to occur after the Charter Document Approval meeting. To schedule document acceptance, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Charter Document Acceptance Meeting template.

Setup an invite in Outlook for 1 hour and invite the Project Owner, any Executive Stakeholders, Functional Mgr. & Team members.

**Note: If you don’t know who all the Executive Stakeholders, Functional Mgr. & Team members are, they can be added to the invitation later. 

Format the subject line as follows: [Project Name] - Charter Document Acceptance Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and allow for the use of a projector to review the Charter and make any necessary changes during the meeting.

Include the following agenda in the meeting request.

Agenda Complete Review of the Approved Project Charter w/ Project Team Answer questions to ensure the Project Team is clear on the Project Owners expectations & what will be delivered Obtain Signature of acceptance from the Functional Mgr. & Team members

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Owner

Time Allotted

P. Manager

40 min

P. Manager

15 min

P. Manager

5 min

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Schedule the Work Plan Step 1 Document Rev iew There are 3 steps to the completion of your Work Plan, schedule the Work Plan Step 1 Review at a time when you believe you will have identified all the tasks, level of effort, predecessor / successor relationships and project team member assignments necessary to complete your Work Plan. The PURPOSE of the Work Plan Step 1 Document Review is to present a complete Work Plan to your Program Manager for “Quality Assurance” prior to vetting the document with the Project Team members or the Project Owner. This document review also facilitates a knowledge transfer so your Program Manager can effectively Obtain enough information to feel confident that the Work Plan is comprehensive enough to meet the needs of the Project; that the Project Manager has a conceptual understanding of each task and can defend the need and duration for each. Provide feedback or help the Project Manager if necessary. Obtain enough information to make Program level decisions and communicate to and lead program level Executive Stakeholders. To schedule this document review, you will send your Program Manager a distinct invite coinciding with one of the recurring weekly project reviews that you scheduled previously. To schedule the document review, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Work Plan Step 1 Document Review Meeting template.

Setup an invite in Outlook for 2 hours and invite your Program Manager.

Format the subject line as follows: [Project Name] - Work Plan Step 1 Document Review

Input the web conference information used for the recurring weekly project review meeting into the location field.

Include the following agenda in the meeting request.

Agenda Provide a project update to the Program Manager Complete the Work Plan Step 1 Document Review Obtain Program Manager approval of the Work Plan for review with the Project Team members in Work Plan Step 2

Owner

Time Allotted

P. Manager

15 min

P. Manager

100 min

P. Manager

5 min

**Note: The documents to be reviewed need to be sent to your Program Manager for review no later than start of business the day prior to the document review.

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Schedule the Planning Document Review The Planning Document Review takes place after you have completed: 1. Work Plan Step 1, the building of your plan. 2. Work Plan Step 2, the vetting of the Program Manager approved plan with the Project Team members, and… 3. Work Plan Step 3, the final vetting of the Work Plan / schedule, Roles Matrix & Communication Plan with the Functional Mgr. for buy-in and verbal acceptance. The PURPOSE of this document review is to have your Program Manager perform a final Quality Assurance of all the Planning Documents and to ensure you understand each task planned; why it needs to be executed; and can substantiate the rational for your project approach in preparation for the Planning Document Approval Meeting with the Project Owner. To schedule this document review, you will send your Program Manager a distinct invite coinciding with one of the recurring weekly project reviews that you scheduled previously. To schedule the document review, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Planning Document Review Meeting template.

Setup an invite in Outlook for 2 hours and invite your Program Manager.

Format the subject line as follows: [Project Name] - Planning Document Review

Input the web conference information used for the recurring weekly project review meeting into the location field.

Include the following agenda in the meeting request.

Agenda Provide a project update to the Program Manager Complete the Planning Document Review Obtain Program Manager approval of the Planning Documents for review with the Project Owner and Executive Stakeholders

Owner

Time Allotted

P. Manager

15 min

P. Manager

100 min

P. Manager

5 min

**Note: The documents to be reviewed need to be sent to your Program Manager for review no later than start of business the day prior to the document review.

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Schedule the Planning Document Appr oval Meeting The PURPOSE of this meeting is to obtain approval of the Project Schedule, the Roles Matrix and the Communication Plan. The Project Owner and Executive Stakeholders are not the subject matter experts and do not have the expertise to identify or refine the tasks in the Work Plan, the Project Manager is not seeking their approval of that document; nor is it in anyone’s best interest to show it to them. Human / Executive nature being what it is… If you put a document in front of them, they will feel compelled to refine to add value and feel relevant. You will use the WBS instead of the Work Plan to obtain approval of the Project Schedule. Wisdom comes with experience… Even though it isn’t logical for a Project Owner to approve the tasks in the Work Plan, it isn’t unusual for them to want to review it. We recommend obtaining schedule approval from the WBS, but it may become necessary to share the Work Plan with them to obtain schedule approval. To that end, take a printed version of the Work Plan to the meeting just in case you can’t get schedule approval without it. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

Approval from the Project Owner and Acceptance from the Executive Stakeholders on the Project Schedule.

Approval from the Project Owner and Acceptance from the Executive Stakeholders of the Roles Matrix and Communication Plan.

Ensured the Project Owner and Executive Stakeholders are clear about the purpose of the Roles Matrix.

Ensured Project Owner and Executive Stakeholders are familiar with each communication type and associated document on the Communication Plan.

To schedule document approval, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Planning Document Approval Meeting template.

Setup an invite in Outlook for 1 – 2 hours depending on the complexity of the Project and invite the Project Owner, and any Executive Stakeholders.

**Note: If you don’t know who all the Executive Stakeholders are, they can be added to the invitation later. 

Format the subject line as follows: [Project Name] - Planning Document Approval Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and allow for the use of a projector to review the Planning Documents and make any necessary changes during the meeting.

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Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Complete a final review of the Planning Documents

P. Manager

55 min

Obtain Signature of Approval from the Project Owner Obtain Signature of Acceptance from the Executive Stakeholders

P. Manager

5 min

P. Manager

5 min

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Schedule the Project Kick -Off Meeting The completion of the project Kick-Off Meeting transitions the Project to the Kick-off phase. The PURPOSE of the Kick-Off Phase is to begin executing the tasks in the Work Plan, while compiling the information necessary to establish the Baseline Budget. This Phase indicates that project planning continues while the Baseline Budget is being developed, but that work has started. Schedule the Project Kick-Off Meeting to occur no later than close of business the day following the Planning Document Approval meeting. To schedule the Kick-Off meeting, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Project Kick-Off Meeting template.

Setup an invite in Outlook for 1 hour and invite the Project Owner, any Executive Stakeholders, Functional Mgr. and Team members.

**Note: If you don’t know who all the Executive Stakeholders, Functional Mgr. & Team members are, they can be added to the invitation later. 

Format the subject line as follows: [Project Name] - Kick-Off Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and allow for the use of a projector to review the Work Plan and make any necessary changes during the meeting.

Include the following agenda in the meeting request.

Agenda Perform a complete review of the current and next period work in the Approved Work Plan w/ Project Team Review any changes to the Roles Matrix and Communication Plan Answer questions to ensure the Project Team is clear on the tasks assigned, their start dates and the changes to the Roles Matrix and Communication Plan Obtain Signature of acceptance from the Functional Mgr. & Team members

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Owner

Time Allotted

P. Manager

30 min

P. Manager

10 min

P. Manager

10 min

P. Manager

10 min

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Schedule the Bas eline Budget Document Review To schedule this document review, you will send your Program Manager a distinct invite coinciding with one of the recurring weekly project reviews that you scheduled previously. To schedule the document review, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Baseline Budget Document Review Meeting template.

Setup an invite in Outlook for 2 hours and invite your Program Manager.

Format the subject line as follows: [Project Name] - Baseline Budget Document Review

Input the web conference information used for the recurring weekly project review meeting into the location field.

Include the following agenda in the meeting request.

Agenda Provide a project update to the Program Manager Complete the Baseline Budget Document Review Obtain Program Manager approval of Baseline Budget for review with the Project Owner

Owner

Time Allotted

P. Manager

15 min

P. Manager

100 min

P. Manager

5 min

**Note: The documents to be reviewed need to be sent to your Program Manager for review no later than start of business the day prior to the document review.

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Schedule the Bas eline Budget Document Approv al Meeting Once the Baseline Budget is established, the project advances to the Manage/Control phase, indicating that all planning activities are complete. When scheduling this meeting bear in mind that you may need to make changes to the Baseline Budget based on feedback provided by your Program Manager in the Baseline Budget Document Review Meeting. Schedule the Baseline Budget Document Approval meeting to occur after the Baseline Budget Document Review. **Key Point: Do not email the Baseline Budget to the Project Owner in advance. Given the sensitivity related to the delta that almost always exists between what was budgeted and what the project will cost as planned, it is best to present this document without allowing the Project Owner to review it in advance. Avoid the creation of fear, uncertainty and doubt! To schedule document approval, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Baseline Budget Document Approval Meeting template.

Setup an invite in Outlook for 1 hour and invite the Project Owner.

Format the subject line as follows: [Project Name] - Baseline Budget Document Approval Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and allow for the use of a projector to review the Baseline Budget and make any necessary changes during the meeting.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Complete Final Review of the Baseline Budget

P. Manager

55 min

Obtain Signature of Approval from the Project Owner

P. Manager

5 min

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COMPLETE THE INITIAL PROJECT MEETINGS Complete the Required PM Deliverables Document Rev iew Prepare the document as follows: 

Navigate to your Project eFolder > 6 Deliverables > Templates folder and click on the 120VC Required PM Deliverables template.

Highlight “<Project Name>” and enter the project’s name.

Obtain instruction from your Program Manager as to which of the standard deliverables outlined in the document will not be necessary on your Project (if any) and annotate in the document. **Note: Any decision NOT to use a standard deliverable outlined in the Guidebook may increase the risk of client failure. Therefore, any decision NOT to use a standard deliverable should be weighed heavily to ensure the perceived benefits are achieved while incurring ZERO ADDITIONAL RISK. **Note: Whether Enterprise, Small Project, or Consulting Engagement the following deliverables are always required: •

Meeting Minutes

Daily Status Report

Project (or Weekly) Status Report

Control Log

**Note: When using a client template instead of a 120VC template, the client template must be modified to contain ALL the fields in the 120VC Template. And / or existing fields in the client template can be repurposed to contain the data necessary to execute according to the Project Management best practices outlined in the Guidebook. 

Obtain instruction from your Program Manager as to which of the Client Deliverables will be necessary on your Project and annotate in the document.

Once the document is complete and the Program Manager has conveyed verbal approval, prepare an email to capture the Program Managers electronic approval. 1. Address an email to your Program Manager. 2. Subject: Approval Required: [Project Name] Required PM Deliverables Document 3. Body: Please respond with your approval of the attached Required PM Deliverables Document for use. 4. Attach the Required PM Deliverables Document PDF to the email.

Create the Approved Required PM Deliverables Document PDF. 1. Print the Program Managers email reply w/ approval to PDF. 2. Annotate the printed Required PM Deliverables Document to reflect receipt of Program Manager Approval via email (See sample on the following page for an example of how to complete the annotation).

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3. Add your information to the Acceptance section of the printed Required PM Deliverables Document. 4. Scan the Required PM Deliverables Document to PDF and save to your Project eFolder > 6 Deliverables > Required PM Deliverables Document Archive folder using the following naming convention. YYMMDD [Project Name] Approved Required PM Deliverables Document.pdf For Example: 120108 GISP Approved Required PM Deliverables Document.pdf 5. Open the recently created Approved Required PM Deliverables Document PDF and insert the Program Managers email reply w/ approval behind the signature page. 6. Check the Approved Required PM Deliverables Document PDF against the sample on the next page. If it doesn’t look the same, go back and edit the document until it matches the example. 7. Click Save.

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Sample Approved Required PM Deliverables Document PDF

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Complete the Communication Ov erview Meeting 

To obtain the “Communication Overview Meeting” PowerPoint presentation, navigate to your Project eFolder > 1 Project Plan > Templates folder and click on the Communication Overview Meeting template.

Bring your 120VC Padfolio, a laptop, projector, and the PowerPoint presentation to the Communication Overview Meeting.

Educate the Project Owner on the PURPOSE and value of the 120VC Communication Protocols & Paradigms.

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CHAPTER 7: DEFINING THE PROJECT

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DEFINING THE PROJECT OVERVIEW Before a Project can be planned the Project Requirements need to be identified so it can be defined. To define a Project, the Project Manager: 

Identifies the Project Owner’s requirements in the Initial Project Owner Interview.

Identifies the standard deliverables required by the client organizations methodology.

Conducts Executive Stakeholder Project Commencements Meetings to ensure consensus of the requirements with the Executive Stakeholders.

Conducts Project Team Commencement Meetings to develop the Approach and identify the Assumptions, Impediments & Constraints.

In his 25 years of work, John P. Lewis has trained more than 300,000 Project Management professionals. During this time, he found that each hour allotted to project planning results in a three-hour decrease in the time it takes to successfully execute the Project. Some organizations believe developing a Charter is a waste of time and would rather begin by developing a Work Plan. Skipping the Charter and jumping straight to the development of a Work Plan will put the project definition in the hands of the Team members. The Project WILL get defined task-by-task based on assumptions made by the Team members about what the Project Owner and Executive Stakeholders want done. Wisdom comes with experience… In my experience, the Project Owner and Executive Stakeholders are almost never clear or aligned on what needs to be done to complete a Project at the beginning of the Charter exercise. The exercise of defining the project and developing a Charter requires critical thinking and decision making that wasn’t necessary when the need for the Project was realized. If the Project Owner and the Executive Stakeholders aren’t clear, it is impossible for the Project Team to know what needs to be done! When a Project Manager is required to develop a Work Plan without first defining the Project, the result is almost always a Plan that is rejected by the Project Owner & Executive Stakeholders. The time and expense to develop the rejected plan is lost and the Project winds up back on the proverbial “drawing board.” Remember, measure twice and cut once!

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GATHER THE PROJECT REQUIREMENTS Complete the Ex ecutive Stakeholder Commencement Meetings After the Initial Project Owner Interview, the Project Manager conducts the Executive Stakeholder Commencement Meetings to gather the information necessary to complete the Overview section of the Charter and to ensure Project Owner and Executive Stakeholder consensus on the Projects future achievements. Ideally, the Executive Commencement Meeting is a single meeting, but may require several. The Project Manager should continue to schedule and facilitate Executive Stakeholder Commencements meetings until each of the required Accomplishments are achieved. It isn’t unusual for Executive Stakeholders to indicate approval of something that they truly do not support. A ton of project failures occur because the Project Manager did not ensure true executive buy-in during project definition. This commonly results in lack of support from those executives during the project, poor adoption of the project outcomes, and lack of project benefit realization. The Project Manager needs to be aware of body language, tone of voice, and the lack of an executive’s feedback or comments. Each may be an indication that the executive is not feeling comfortable or perceives an Impediment associated with some aspect of the Project Definition. It is critical to encourage the executives to share and work through their differences and concerns at the outset of the project, to avoid the obstacles that a lack of Executive Stakeholder support would otherwise create throughout the project lifecycle. After each agenda item has been covered successfully, the Project Manager needs to obtain a verbal confirmation of consensus from each Executive in attendance before moving on to the next agenda item. “Challenge, conflict and critique just ROCK; we have to look at those things as the sources of value creation rather than something to be avoided” – Edward Freeman Effective Active Listening while facilitating these sessions will also establish the Project Manager as a leader in the eyes of the Project Owner and Executive Stakeholders rather than merely a note taker, and, because everyone required in the approval/acceptance process has directly contributed to the development of the Charter, the approval and acceptance process will run smoothly, dramatically reducing the time required to establish the Charter.

Complete the Pr oject Team C ommencement Meetings Once you have true Project Owner and Executive Stakeholder consensus, you will kick-off the Project Team Commencement Meetings. These meetings are to gather the information necessary to complete the Scope section of the Charter and obtain Project Team consensus on the Project Definition. Due to the large volume of subject matter experts necessary to successfully plan and complete a project, the Project Team Commencement Meetings almost always require several meetings to complete. The Project Manager should continue to conduct Project Team Commencement Meetings until each of the required Accomplishments have been achieved. 180102 120VC PM Guidebook v 5.0 Chapter 7: Defining the Project

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**Key Point: If a Vendor will be performing any work on the Project, it is critical that the Vendor Subject Matter Experts participate in the Project Team Commencement Meetings.

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BUILD THE CHARTER Prepare the Char ter Cover Page 

Navigate to your Documents > Projects > Project Templates folder and click on the Charter template.

Replace the red text on the cover page with the client’s logo or, if a client logo is not available, highlight the red text and delete it.

Enter the project’s full name, your name, and the client organization’s name in the spaces provided.

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Prepare the Char ter Overv iew Section Wisdom comes with experience… Nobody likes to read project documentation! Nobody! Our clients let us put it together because it is the only way for them to assess what we know about their vision for the project. It’s also the most effective way to communicate their vision to the other Project Stakeholders. And… they hate reading it! Reading is time consuming and our clients have 1000 other competing priorities. So, as you complete the Charter remember that Project documentation should be “BARELY” sufficient. It needs to contain just enough words to achieve its purpose and no more! Also, focus every word on their vision, people like to read about their ideas. DO NOT include anything that sounds like Project Management methodology mumbo jumbo, DO NOT describe their methodology, phase gates, or try to incorporate your MBA jibber jabber! Keep it focused on the vision in their mind, use as few words as possible, bullet points are your friend and ensure the final document is barely sufficient. 

Purpose

This section is a brief and critical explanation of “WHY” the project is being completed. The Purpose should explain what overall business objective completing this project will fulfill. Ideally tie the Project to the one of the organizations current strategic objectives, and/or the organizations mission and purpose. The Purpose should be kept as short as possible or “barely sufficient.” This section of the Charter is meant to communicate the meaning of the Project to all stakeholders. To connect the tasks that will be executed by the front-line workers to something much larger than a simple task. To connect everyone involved in the project to the fact that their individual efforts will contribute to something much larger and very meaningful to the mission and purpose of the organization. There is an old adage about a man that meets two masons on the street laying bricks. The man asked the first mason what he was doing, and the mason replied “I’m laying bricks.” Unsatisfied with the answer, the man asked the other mason the same question. The other mason replied “I am building a cathedral.” In this scenario, which of the two masons do you believe was more satisfied with their job? Which of them cared more for the quality of their work and which one is more productive from day to day? Equally critical is tying the project work to strategic objectives. Explaining why a project is being done empowers the subject matter experts to choose the most innovative way to complete their tasks. In most cases, there are several ways a single task can be completed. When team members have the information to consider the purpose of the project when deciding how to complete their tasks, the result will essentially be customized to ensure the purpose of the Project is achieved. If an individual must choose how to accomplish a task without knowing the purpose of the Project, they will generally choose the path of least resistance.

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If you multiply the number of people on a project completing tasks daily over a long period of time, minor deviations will add up to a lot of time and money wasted and a less than optimal outcome. Ensuring that people understand the purpose of their work is the corner stone of accountability, autonomy, and innovation. Giving people purpose and the autonomy to innovate is how “The Google” happened. 

Objectives

One of the primary outcomes of the Executive Stakeholder Commencement meetings is consensus amongst the participants on the high-level accomplishments typically referred to as the Projects Objectives. More important than the final list of Objectives, is the exercise that the Project Manager leads the executives through to develop a common understanding of the critical Project outcomes. This understanding is the beginning of a conversation that will last the duration of the Project, as it manifests into in a list of Objectives that are meaningful to the executives. Keeping in mind that “We Communicate to Lead,” the Objectives become the primary focus of executive status reporting and the primary vehicle for executive decision making during the Project. Once established, the Objectives in the Charter will be used as the second level of the Work Breakdown Structure (WBS) in the Work Plan. This is done to enable the Project Manager to provide completion status, assess the health and associate Impediments for each of the Objectives during the Project. When developing the Objectives remember the following: Each Objective is a body of work (or Work Package) that will have Scope Items associated with it. The Objectives defined in the Charter become Outline Level 2 in the Work Plan and are the basis of the WBS. The Scope Items that are related to each of these Objectives and defined in the Charter Scope section become Outline Level 3 in the Work Plan. An Objective must contain two or more Scope Items (plural). If an Objective has fewer than two Scope Items, move it to the Scope section and treated as a Scope Item. **Note: To ensure your Objectives can be used in the WBS effectively, be sure to familiarize yourself with the Work Plan rules associated with Objectives before finalizing this section of the Charter. The Work Plan rules are found in Chapter 9: Planning the Project. 

Benefits

The Benefits should address the specific positive outcomes that are expected to result from completing the project. All listed benefits must be unambiguous, measurable, and realized by project closure.

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Sample Charter Overview Section

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Prepare the Char ter Scope Section 

Approach

Provide a clear and concise description of how the projects unique objectives and scope items will be delivered. This section is critical to communicating to the Project Owner that you have a deep understanding of their vision, how it should come together and the order in which things should be focused on. DO NOT talk about anything associated with Project Methodology or the 120VC standard. The Project Owner just wants to read about their vision for their project and how you are going to make it a reality. Develop this section as if writing instructions to build something or writing the instructions for your favorite video game. Consider the Objectives, Benefits, and Scope Items as a list of parts that must be assembled to complete the Project. Use the Approach section to create the instructions on how and in what order each will be delivered to complete the Project. This section is important to ensuring the Project Owner, Executive Stakeholders and the Project Team are clear on how each of the Project components will be delivered to complete the Project. **Note: Do not use bullet points in this section. 

In Scope

Paste the Objectives from the Charter Overview Section into this section and then input the Scope Items associated with each Objective as a bullet point beneath them. Scope Items will be used as Outline Level 3 in the Work Plan. Similar to Objectives, this is done to allow the Project Manager to provide completion status, assess the health and manage the associated Impediment for each of the Scope Items throughout the Project Lifecycle. When developing the Scope Items remember the following: Scope Items are also bodies of work (or Work Packages) with tasks associated with them. The Scope Items defined in the Charter become Outline Level 3 in the Work Plan and will have tasks built beneath them. As a Scope Item contains tasks (plural), each must contain several tasks to qualify as a Scope Item. If a Scope Item has fewer than two tasks, it should be removed from the Scope section and input into the Work Plan as a task when the Planning Documents are being developed. The Objectives should be listed in bold text, but should not be bulleted. A Scope Item must tie back to one of the Objectives. **Note: To ensure your Scope Items can be used in the WBS effectively, be sure to familiarize yourself with the Work Plan rules associated with Scope Items before finalizing this section of the Charter.

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Out of Scope

During the course of defining a Project there is almost always a list of Scope Items that would be nice to have, but for one reason or another are omitted from the Project. It is important to keep track of these items and list them in this section. This is done to ensure there are no surprises and acknowledges that people honestly forget or may not have been present in the meeting where this was decided. Additionally, list everything that anyone might reasonably assume would be included in the project that is not. If you were buying a car, you would naturally assume it would come with tires. If a car showed up without them you would be surprised by the lack of tires and potentially shocked that the sales-person didn’t inform you of this non-standard practice. 

Assumptions

List any unsubstantiated beliefs made in the Approach section. When defining a Project, the Owner, Executive Stakeholders, and Project Team are outlining what they want delivered. At this juncture there are some things that are known, but others that can’t be known until you start the diligence associated with actually planning your project. Though some diligence can and should be done before completing the Project definition (Charter), it can also be counterproductive and impact downstream schedule and cost. It is often prudent to document the Assumptions and work to substantiate them while developing the Planning Documents or create tasks in the Work Plan to test the assumptions once the Project has Kicked-Off. For example, it isn’t unusual for Project Teams to make assumptions that technologies are compatible based on vendor claims or that there would be enough space in a new location to accommodate what is moving without a thorough inventory. This is normal and productive if the Assumptions are identified, documented and validated during planning. If after documenting the Assumptions you find some can’t be validated during planning, tasks need to be built into the Work Plan to test the Assumptions once the Project has started. Ideally, these tasks should be executed early enough for the Project team to mitigate any associated Impediment to the Project end date and cost if the assumption was wrong. This is where Impediments come in… Every assumption poses potential risk to the Project Schedule or Cost if the Assumption made is wrong. Therefore, each assumption should have an associated Impediment listed in the Impediment section of the Charter with a strategy to mitigate the impact that would potentially occur if the Assumption turns out to be wrong. The mitigation strategies will all become tasks in the Work Plan that ensure the Impediment never occurs. Lastly, the more complex, large scale Project will always have more Assumptions than the small ones. 180102 120VC PM Guidebook v 5.0 Chapter 7: Defining the Project

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Wisdom comes with experience… It is not wise to list Assumptions that have to do with future executive decisions or human nature! There is no reason to remind executives that if they don’t approve the budget the project won’t continue. Or if there aren’t any team members available to support the project, it will fail. These types of Assumptions just piss people off! 

Constraints

List all conditions that cannot be changed and must be worked with or incorporated into the project solution, i.e., blackout dates, already selected products, vendors, the estimated budget, an already committed completion date, staffing requirements, etc… 

Potential Impediments

List the Impediment associated with each of the Assumptions if they turn out to be wrong, any known Impediments associated with the Project Approach, and a mitigation strategy for each. Impediments are those Assumptions that, if invalid, could affect the Project end date or cost. They must be identified, their potential impact must be assessed, and mitigation measures must be defined in the Charter to ensure that tasks are built into the Work Plan that mitigates them. Keep in mind, there are also known Impediments. The known Impediments are not associated with your Assumptions. There should be a discrete Impediment for every Assumption in the Charter, but there are sometimes more Impediments than Assumptions due to the known Impediments. For example, it is widely known that when shipping equipment into other countries, the equipment can get held up in customs even if all the known policies required by the receiving country have been followed. Obviously, an unexpected and possibly indefinite hold on the equipment can have an impact on the Project end date and cost. As this is a widely known Impediment, there is no assumption associated with it. It would simply be documented as an Impediment with a mitigation strategy. The Subject Matter Experts identify the Impediments during the Project Team Commencement Meetings, each Impediment must also have a mitigation strategy associated with it. The main PURPOSE of identifying Impediments while you are defining your Project is to ensure they DO NOT occur by developing a mitigation strategy for each and building them into your Work Plan. If you can’t determine a strategy to mitigate a proposed Impediment, it is a Constraint and should be moved to that section of the Charter. Enter each identified Impediment in the table provided in this section along with the approach defined to mitigate it. Insert or delete rows as needed.

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Update the Charter Table of Contents. The Table of Contents should be updated whenever changes are made to the text within the Charter to ensure that the page numbers in the Table of Contents are correct. 1. Go to the second page of the Charter, place the cursor anywhere after “1. Overview” in the Table of Contents, right click, and select Update Field:

An Update Table of Contents message will appear with the Update page numbers only radio button already selected. 2. Click OK to update the page numbers only in the Charter:

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Sample Charter Scope Section

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Save the Charter 

Save the Charter in your Project eFolder > 1 Project Plan > Charter & Planning Documents Archive folder using the following naming convention. YYMMDD [Project Name] Charter.doc For Example: 120108 GISP Charter.doc

**Note: Delete any previous versions. 

Create a PDF of your Charter. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Charter PDF to your Project eFolder > 1 Project Plan > Charter and Planning Documents Archive folder using the following naming convention. YYMMDD [Project Name] Charter.pdf For Example: 120108 GISP Charter.pdf 3. Delete any previous versions.

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Prepare the Dr aft Work Plan As noted previously, the Charter defines the project’s Work Breakdown Structure (WBS). The WBS is transferred into the draft Work Plan once the Charter has been completed so that it can be reviewed along with the Charter during the Charter Review meeting and can then serve as a framework for the development of the Work Plan, which begins immediately after the Charter has been established. 

Navigate to your Documents > Projects > Project Templates folder and click on the Work Plan template.

Select the “120VC Work Plan Print View”.

Navigate to the View tab > Outline and select “Outline Level 4”.

Paste the Objectives from the Charter into “Outline Level 2”.

Paste the Scope Items from the Charter into “Outline Level 3” under the appropriate Objective.

Paste the Closure Objective and Scope Items from the Work Plan Template into the Work Plan following all the Objectives and Scope Items from the Charter.

Save the Draft Work Plan in your Project eFolder > 1 Project Plan folder using the following naming convention. [YYMMDD] [Project Name] Draft Work Plan.mpp For Example: 111217 GISP Draft Work Plan.mpp

Create a PDF of your Draft Work Plan 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Work Plan PDF to your Project eFolder > 1 Project Plan > Work Plan PDF Archive folder using the following naming convention. [YYMMDD] [Project Name] Draft Work Plan.pdf For Example: 111217 GISP Draft Work Plan.pdf

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Prepare the Char ter Approv al & Acceptance Form 

Navigate to your Documents > Projects > Project Templates folder and click on the A&A Form template.

Project Name: Input the Project Name.

Document Name: Input “Charter”.

Program Manager Approval: Include enough lines in this subsection for the signature of the Program Manager as well as additional lines for use in the event of personnel changes during the project.

Project Owner Approval: Include enough lines in this subsection for the signature of the Project Owner as well as additional lines for use in the event of personnel changes during the project.

Acceptance: Include enough lines in this subsection for the signatures of the Executive Stakeholders, Project Manager, Functional Mgr. and Team members as well as additional lines for Project Team members who may be added during the project.

**Note: There is no need to input the names or titles of those you are seeking approval / acceptance from. They can be written in at the time of signature. 

Save the A & A Form in your Project eFolder > 1 Project Plan > Charter and Planning Documents Archive folder using the following naming convention. [YYMMDD] [Project Name] Charter A&A.doc For Example: 120108 GISP Charter A&A.doc

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OBTAIN CHARTER APPROVAL AND ACCEPTANCE Complete the Ch arter Document Review Meeting 

Email the MS Word version of the Charter to your Program Manager no later than start of business the day prior to the meeting.

Complete a Charter Review Meeting. If changes to the Charter are required, adhere to the Single Meeting Approach and make them during the meeting. Then save the revised document, changing the date in the document file name as needed, and create a new PDF.

Request Program Manager approval of the Charter. Once the Project Review is complete and the Program Manager has conveyed verbal approval of the document, prepare an email to capture the Program Managers electronic approval. 1. Address an email to your Program Manager. 2. Subject: Approval Required: [Project Name] Charter 3. Body: Please respond with your approval of the attached Charter for use and submission for Project Owner approval. 4. Attach the Charter PDF to the email.

Create the Approved Charter PDF. 1. Print the Program Managers email reply w/ approval to PDF. 2. Annotate the Printed A & A form to reflect receipt of Program Manager Approval via email (See sample Approved Charter PDF on the following page for an example of how to complete the annotation). 3. Scan the A & A form to PDF and save to your Project eFolder > 1 Project Plan > Charter & Planning Documents Archive folder using the following naming convention. YYMMDD [Project Name] Approved Charter.pdf For Example: 120108 GISP Approved Charter.pdf 4. Open the recently created Approved Charter PDF and insert the following PDF documents after the A & A form in the following order. •

The Program Managers email reply w/ approval.

The Charter.

5. Check the Approved Charter PDF against the sample on the next page. If it doesn’t look the same, go back and edit the document until it matches the example. 6. Click Save. 

Capture the Program Managers approval of the Charter in the meeting minutes from the Charter Review Meeting.

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Sample Approved Charter PDF

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Complete the Ch arter Document Appr oval Meeting 

Email the Approved Charter PDF to the Project Owner and Executive Stakeholders no later than start of business the day prior to the document approval meeting.

Conduct a line-by-line vetting of the Charter and manage the meeting to ensure that you obtain approval before it concludes. **Key Point: Don’t make requested changes to the document in the meeting. Document revisions can be time consuming, get in the way of successfully completing the approval meeting and ultimately slow the completion of the project. Capture requested changes in the meeting notes and published via meeting minutes.

Obtain Project Owner Approval. Assure the Project Owner that their requested changes will be published via meeting minutes and then completed. Request their approval of the document pending the changes and obtain an approval signature to avoid a future meeting.

Obtain acceptance from the Executive Stakeholders indicating their consensus with the Project Owner and that they have reviewed the document, understand it, and will lend their support to the project as needed to ensure its success.

Once you have obtained acceptance from the Executive Stakeholders, sign in the Acceptance section yourself.

Capture the approval and acceptances as agreements in meeting minutes.

Vet requested changes to the Charter with your Program Manager. Capture the Program Managers approval of the revised document in meeting minutes.

Incorporate the approval and acceptances received or changes made to the Charter in the meeting into your Approved Charter PDF.

Obtain electronic approval or acceptance from anyone that was not in attendance prior to the Charter Document Acceptance Meeting and incorporate them into the Approved Charter PDF.

Complete the Ch arter Document Acceptance Meeting 

After obtaining the requisite approvals and incorporating any requested changes, email the updated Approved Charter PDF to the rest of the Project Team. List any changes made in the Approval meeting in the email, and request that they review the document prior to the meeting. Be sure to note that the PURPOSE of the meeting is to review the document and answer questions to ensure the teams understanding; and obtain their final acceptance of the Planning Schedule.

**Key Point: The Acceptance meeting should include the Project Owner and Executive Stakeholders so that they can support the acceptance process.

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At the beginning of the meeting it is important to frame its purpose with the team. Remind the team that the Charter is approved, that the PURPOSE of this meeting is to review its content, answer questions to ensure clarity and then begin planning the work. Questions should focus on developing a comprehensive understanding of the Project Definition and not on refining the document.

Conduct a line-by-line vetting of the Charter and manage the meeting to ensure that you obtain acceptance before it concludes.

Obtain acceptance on the Charter Approval & Acceptance form the Project Team indicating that they have reviewed the document, understand it, and will comply with its intent.

Capture the acceptances as an agreement in meeting minutes.

Update the Approved Charter PDF with the current A & A form.

Request Acceptance of the Charter from Project Team members not present in the meeting. Prepare an email to capture electronic acceptance. 1. Address an email to the Project Team members not present in the meeting. 2. Subject: Acceptance Required: [Project Name] Charter Document 3. Body: The attached Charter has been approved by the Project Owner for use. Please respond with your acceptance and acknowledgment that you understand it and will comply with its intent. 4. Attach the most recent Approved Charter PDF to the email. **Key Point: The deadline to establish the Charter is close of business 3 days after the Acceptance meeting. If a team member does not respond to the acceptance request by the end of the first 24-hour period, complete a "5 x 5" during the next 24 hours to ensure that all acceptances are obtained from all parties within the allotted 3 days.

Once all approvals and acceptances have been obtained, update and finalize the Approved Charter PDF by annotating the A & A form with all electronic acceptances, scanning and incorporating both the A & A form and each electronic approval / acceptance into the Approved Charter PDF. When the document is complete and ready for Program Manager Review it should contain… 1. An A & A Form with a signature or annotation for electronic approval / acceptance from the Program Manager, Project Owner, Executive Stakeholders, Functional Mgr. and Team members (the entire Project Team). 2. An email indicating electronic approval / acceptance from anyone indicated by an annotation on the A & A form in the order indicated on the A & A form. 3. The approved/accepted Charter.

Save the Approved Charter PDF in your Project eFolder > 1 Project Plan > Charter & Planning Documents Archive folder using the following naming convention. [YYMMDD] [Project Name] Approved Charter.pdf

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For Example: 120108 GISP Approved Charter.pdf 

Delete any previous versions of the document.

Publish the Approved Charter PDF to the Project Team establishing the document for use.

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CHAPTER 8: PLANNING THE PROJECT

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PLANNING THE PROJECT OVERVIEW The Established Charter defines the project, empowers the Project Manager to plan the project according to consensus based, approved criteria, and provides the foundation for the development of the Work Plan, Roles Matrix and Communication Plan. Together, these three documents contain all the detail required to accomplish the project and are called the Planning Documents.

The Work Plan The Work Plan is the tool that distinguishes a Project Manager from a regular “run-of-themill” manager. A properly developed Work Plan allows the Project Manager to forecast how Impediments that arise during the Project will impact the project end date and cost. This allows the Project Manager to… Determine how long each Impediment can go unsolved before it starts impacting the Project end date and cost. Prioritize the Impediments and… Develop an APPROPRIATE response to mitigate potential impact to the Project end date and cost. Essentially, the Work Plan provides the information necessary to make real-time decisions that will control the future outcome of the project. Or simply put, control the end date, and cost. If you plan to build a Work Plan that can be used to effectively manage your project, it is critical that you execute each of the Work Plan Steps (1-3) and apply each of the Work Plan rules as written! Without a solid Work Plan your entire Project Management strategy is as solid as crossing your fingers and hoping for the best. The development of a meaningful Work Plan and the effective management of the project depend on the Project Manager’s ability to develop a conceptual understanding of all the tasks and how they interrelate so that the Project Manager has the background needed to judge… If Team members are being diligent in thinking through the work and identifying all tasks required. If the approach provided by the Team members is the best and most efficient. When the Work Plan is complete. In Addition, without a conceptual understanding of every task, the Project Manager… Will not have a basis for either developing or managing the Work Plan effectively. Will not be able to adequately defend the schedule or Budget to the Project Owner and Executive Stakeholders, and… Won’t have the basic understanding necessary to judge the appropriateness of solutions proposed for Impediments.

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A Project Manager that canâ&#x20AC;&#x2122;t answer detailed questions about the tasks in the Work Plan will have no credibility with the Project Owner, Executive Stakeholders, or Team members. Since credibility is the key to Leadership, the exercise of gathering the data and developing the Work Plan is as critical as the final deliverable. To ensure the value of the planning exercise is achieved, the Work Plan is developed in three steps, each with a distinct objective: 1. Work Plan Step 1: Gather the Project Details & Build the Work Plan. 2. Work Plan Step 2: Review and Refine the Work Plan w/ Team members & Obtain Buy-In. 3. Work Plan Step 3: Obtain Functional Mgr. Approval of the Schedule. Each objective must be met before the Project Manager can move to the next step as each provides the foundation for the success of the next. The details gathered while developing the Work Plan will also serve as the basis for the development of the Roles Matrix and Communication Plan. Once completed, the Work Plan is the culmination of all the planning undertaken to translate the project definition embodied in the Charter into an actionable plan for delivering the project. Therefore, the Work Plan should correlate directly with the Charter. This correlation between the Charter and the Work Plan should be quite literal. During the Project Review, the Program Manager will verify the following: That each Objective is located on Outline Level 2 of the Work Plan. That all the tasks necessary to realize each of the Benefits are in the Work Plan. That each Scope Item is located on Outline Level 3 of the Work Plan and are associated with the correct Objectives. That the approach outlined in the Work Plan clearly addresses each of the Constraints. That tasks exist to address each Impediment and the associated mitigation strategy. As the Charter contains an Impediment for each Assumption listed, this check covers both the Assumption and Impediment sections of the Charter.

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The Roles Matrix The Roles Matrix indicates project team members role, expertise needed on the Project and their contact information. The Matrix is critical in the effective management of a project and is developed simultaneously with the Communication Plan during Work Plan Step 2. The creation of the Roles Matrix does not merely entail the preparation of the document. Much more important are the identification, development, and review of the roles required for a project with those who will be performing them, the process of securing commitments from those individuals, and ensuring those individuals understand the PURPOSE of the Roles Matrix. The Roles Matrix is used to assign the unplanned work and Impediments that inevitably arise during the course of the project. If team members are added to the project after the establishment of the Roles Matrix, the Project Manager establishes a Roles Matrix Addendum and onboards the new team members to the project. Wisdom comes with experience… Steering Committees should be discouraged unless all members agree that the Project Owner is the “Decider”! That their PURPOSE is to support the Project Owners decisions by providing support when needed to ensure the Project is successful. Often… Steering Committee members are comprised of people that out rank or are peers to the Project Owner and take on the operating practice of “decision by committee.” In this scenario, the Steering Committee generally becomes the largest obstacle to the project’s success due to conflicting politics, lack of agreement on responsibilities, and refusal to subordinate “decidership” to the Project Owner. Given 120VC’s approach to identifying the Executive Stakeholders and obtaining their consensus and acceptance of the Charter and Planning Documents, there is no real need to establish a formal Steering Committee. This approach delivers all the value originally intended by the Steering Committee concept without any of the baggage!

The Communication Plan Ninety percent of what a Project Manager does each day is communicate. The Project Manager communicates to LEAD their project closer to completion as aggressively as possible. Among the greatest problems faced by a Project Manager are the political Impediments that require time and effort to resolve. Often these Impediments have grown out of misperceptions created by inaccurate, vague, untimely, or a complete lack of communication. Remember, at 120VC communication is spelled “LEAD”! The Communication Plan describes how project communication will occur and details the communication types that are used along with the owner (responsible party), audience, PURPOSE, methods, and frequency associated with each type.

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While the Communication Plan is simple to prepare, its value is achieved by vetting and clarifying it with the project team, thereby establishing a foundation for effective project communication and the avoidance of the pitfalls associated with inaccurate and untimely communication. The Project Manager should review each of the documents listed on the Communication Plan with their Project Team during Work Plan Step 3 and with the Executive Stakeholders in the Planning Documents Approval Meeting. During these reviews, the Project Manager should go through each section of these documents explaining their PURPOSE and how to use them to move the Project forward. In addition, the Project Manager should thoroughly explain the steps involved and PURPOSE of communication types that arenâ&#x20AC;&#x2122;t documents like the 5 x 5. This will ensure that your Project Team understands what you need each time they see one of these communication types executed. Finally, the Project Manager should explain to the Functional Mgr. and Team members how tools such as the Project / Task health and meetings minutes benefit them. The Communication Plan is developed simultaneously with the Roles Matrix during Work Plan Step 2. If any new communication types are found to be needed by the project after the establishment of the Communications Plan, the Project Manager establishes a Communications Plan Addendum.

TEAM MEMBER ADDITIONS DURING PLANNING While developing the Planning Documents (Work Plan, Roles Matrix and Communication Plan), there may be individuals identified and assigned a role that did not participate in the Charter Establishment. When this occurs, email the Approved Charter PDF to the individuals and request that they review it. Be sure to note that the Charter is approved and communicates the expectations of the Project Owner, and that their understanding of its contents is crucial to their effective contribution during planning. Be sure to meet with them within 3 days of joining the Project Team, obtain their signature or electronic approval/acceptance, and update the Approved Charter PDF.

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COMPLETE WORK PLAN STEP 1 Work Plan Step 1 Objectives Work with the Team members to gather all the project details required to complete the Work Plan. 1. Tasks 2. Work effort (number of hours) 3. Predecessors/successors 4. Project team member assignments (Team members), and… 5. External dependencies Complete the Work Plan, and… Complete the Work Plan Step 1 Project Review and obtain Program Manager Approval to proceed to Work Plan Step 2.

Work Plan Step 1 “DO NOT S” 1. DO NOT gather task Durations (number of days) or start and finish dates from the Team members. Really, don’t do it! 2. DO NOT accept a Work Plan from a Contributor without reviewing it to ensure the objectives of a Work Plan Step 1 meeting have been met. Treat any Work Plan provided by a Contributor as input into the Work Plan Step 1 meetings. Review it task-by-task and ensure each of the Accomplishments required by the meeting are achieved, and that you complete each of the required agenda items. 3. DO NOT invite the Functional Mgr. to the Work Plan Step 1 meetings. 4. DO NOT review any portion of the Work Plan with anyone until it is 100% complete, has been quality assured in the Work Plan Step 1 Review by your Program Manager and you have obtained your Program Managers approval to proceed to Work Plan Step 2. 5. DO NOT input or refine tasks in MS Project or similar tool in the presence of Team members. Take notes and make changes at a later time. Before joining the 120VC team, most Project Managers followed their own Project Management best practices and Quality Assured their own work. We have found that it is fairly common for… Project Managers to use a laptop and projector to build the tasks into MS Project or similar tool while the Team members are in the room. At 120VC, we explicitly prohibit Project Managers from entering or modifying tasks in the Work Plan in the presence of Team members. The Team members have several other Projects they are working on as well as operational responsibilities. Entering and refining tasks, predecessor / successor relationships and setting up the Work Plan rules is time consuming and not an appropriate use of the Team members time. 180102 120VC PM Guidebook v 5.0 Chapter 8: Planning the Project

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Remember, if you want people to attend your meetings, be efficient and considerate with their time! We have found that the best approach is to interview the Team members to identify the Project Details and to take notes on paper. Additionally, it is very important that no one sees any portion of the Work Plan until the following occur… 1. The Project Manager has gathered all the project details from the Project Team members. 2. The Project Manager has built a complete Work Plan, applied all the Work Plan rules, and… 3. The Project Manager has completed a Work Plan Step 1 review to allow the Program Manager to quality assure the document. If the Work Plan has already been reviewed and refined by the Team members, Functional Mgr. or the Project Owner, changes can’t be made to it. If the Work Plan can’t be revised, then it is impossible for the Program Manager to Quality Assure the document; feedback for improvement can’t be incorporated without pissing someone off on the Project Team.

Gather the Project Details To gather the Project Details, schedule a Work Plan Step 1 meeting and invite the Team members that will be completing the project work. As the subject matter experts, Team members are the best qualified to provide the information needed; and having the Team members that will complete the tasks define them makes it much easier for the Project Manager to keep them accountable during the Project. Take away their… “I haven’t started it, because I don’t agree” tool Don’t include Functional Mgr. in the Work Plan Step 1 meetings becuase the tasks should be defined by the Subject Matter Experts. Generally, the only reason a Functional Mgr. wants to attend is because they are worried that someone is going to commit them to a bunch of work and a schedule that they haven’t reviewed or approved. Therefore, the Functional Mgr. Objective in the meeting is to block commitments, and will inevitably slow the process of identifying the Project Details. To eliminate the Functional Mgr. concerns, explain the basics of Work Plan Step 1 – 3. Explain that the content of the draft Work Plan is only available to the Project Team members until the Project Manager receives task and schedule approval from the Functional Mgr. in Step 3. This should eliminate their concern and allow them to focus on higher value activities. **Key Point: If a Vendor will be performing any work on the Project, it is critical that the Vendor Team members participate in the Work Plan Step 1 meetings.

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When the meetings conclude, the Project Manager must have ACCOMPLISHED the following: 

The identification of all tasks necessary to complete the Project.

The development of a conceptual understanding for each of the tasks necessary to complete the Project.

The identification of the number of hours required to complete each task if they were to work on it continuously from start to finish.

The identification of the predecessor / successor relationships for each of the tasks.

The identification of the project team member assignment for each task.

The identification of any external dependencies.

When creating a Work Plan, it is important to strike a balance between a plan that is high level that it can’t be used to keep anyone accountable or substantiate durations, and a plan that is unnecessarily granular. Our Work Plan rules and our approach to the development of a Work Plan ensure that tasks are scheduled to complete each day of the week vs. the old “start on Monday end on Friday” approach. Since the Team members assigned to the Project are generally working on several other Projects and balancing their operational work load, it is difficult to get a call back with a status before their tasks are due. As experienced Project Managers we all know that a certain percentage of the assigned tasks are not going to complete on time. Having this confirmed on Friday when the tasks are due doesn’t give the Project Manager any time to affect the outcome. In this scenario the Project Manager is stuck reporting the Impediments and their impact on the Project with zero time left to do anything about it. In summary, the old “start on Monday end on Friday” plan inhibits the Project Managers ability to LEAD their project and resigns them to the role of note taker. Remember, the accomplishment of a single task doesn’t take days, tasks are accomplished in hours. When gathering the project details, remember that tasks can’t be more than 12 hours of Work and 3 days in Duration. This will ensure that you are asking enough questions to break down the work details provided by the Team members into manageable tasks, and significantly help with the development of a conceptual understanding of each. This will also ensure that you have tasks finishing every day of the week; that your Work Plan will provide you with a list of tasks to follow up on each day; that your Team members are responsive; and gives you several days to manage late tasks to completion before publishing a Project Status Report on Fridays. This approach also aligns with the ever so popular AGILE framework by ensuring functionality is delivered frequently and the Project is moving the toward completion daily. 180102 120VC PM Guidebook v 5.0 Chapter 8: Planning the Project

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Wisdom comes with experience… It is not unusual for Team members to feel uncomfortable about providing work effort estimates. This is understandable given the lack of information available during planning often requires estimates that are largely based on Assumptions. In some cases, there is so little information and a complete lack of experience with the subject matter that Team members just need to guess! The technical term for this is a Guesstimate or SWAG (Scientific Wild Ass Guess). If this occurs, explain the concept of Assumptions and associated Impediments and that all Assumptions and Impediments are published in Meeting Minutes and mitigated in the development of the Work Plan. Then work with Team members to formulate the Assumptions, Impediments and mitigation tasks associated with their SWAG; assure them that the mitigation tasks will appear in the Work Plan to ensure the potential impediments never occur. Capture the Assumptions, Impediments, and mitigations, along with the work effort estimates in Meeting Minutes. The public distribution of these minutes should alleviate any concern Team members may have about providing the necessary work effort Guesstimates.

Schedule Work Plan Step 1 Meetings Continue to schedule and conduct Work Plan Step 1 meetings until all the outlined Accomplishments and all Agenda items have been completed. To schedule the Work Plan Step 1 meetings, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Work Plan Step 1 Meeting template.

Setup an invite in Outlook for 1 - 2 hours depending on the complexity of the Project and invite the Team members (Subject Matter Experts) that will be completing the assigned tasks.

Format the subject line as follows: [Project Name] - Work Plan Step 1 Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and contains a white board for use while facilitating the meeting.

Include the following agenda in the meeting request.

Agenda Identify the Tasks necessary to complete the Project. Identify the Work Effort (hours) to complete each task. Identify the predecessor / successor relationships for each task (the order). Identify the project team member assignment for each task. Identify any External Dependencies & the Project Manager responsible.

Owner

Time Allotted

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

**Note: The agenda items in this meeting are iterative and aren’t completed sequentially. Therefore, the time allotted for each agenda item is the entire duration of the meeting. 180102 120VC PM Guidebook v 5.0 Chapter 8: Planning the Project

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120VC Work Plan Rules All Work Plans, regardless of the tool or rules used to create them, are just that – “plans” – and, as such, are estimates and approximations of what the Project needs to achieve. 120VC Work Plans are created and managed in MS Project and must be built using the 120VC Work Plan Rules. A Work Plan that combines rigorously gathered project requirements and project details, and employs the 120VC Work Plan Rules, will result in a high quality, manageable, and justifiable Work Plan. The rules are as follows: 1. There are only four Outline levels in a Work Plan hierarchy, no more and no less.

**Note: The summary task on “line 0” is not a functional Outline Level. 2. The Objectives, as written in the Charter, are input on Outline Level 2 in the Work Plan. 3. The Scope Items, as written in the Charter, are input on Outline Level 3 in the Work Plan. 4. A Scope Item CAN NOT be more than 4 weeks in duration. If after adding all the tasks, duration, work, predecessor / successor relationships you have a Scope Item longer than 4 weeks, break the single Scope Item into several Scope Items to accommodate this rule. When creating the additional Scope Items, name them distinctly and ensure they recognizably tie back to the original Scope Item in the Charter. 5. External dependencies are bold and underlined, and located on Outline Level 3. They have fixed Start and Finish dates provided by the Project Manager responsible for the External Dependency, whose name should appear as the assigned project team member. 6. Tasks are located on Outline Level 4. Write tasks as succinct statements that include a verb to convey action and, because they are copied into status reports, they are written so that they are meaningful on their own, apart from the context of the Work Plan Hierarchy. 7. The default task type in every Work Plan is “Fixed Duration.” 8. Define Work effort (number of hours) in terms of whole hours and never partial hours. 9. Task durations are always derived by the half-time model and never obtained from Team members. The half-time model allocates 1 day of duration for every 4 hours of Work Effort necessary for a task.

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For example, the Duration (number of days) of a task that requires 4 or fewer hours will be 1 day; the duration of a task requiring 5 to 8 hours will be 2 days; the duration of a task requiring 9 to 12 hours will be 3 days. 10. Duration (number of days) is always defined in terms of whole days and never partial days. 11. The shortest duration (number of days) for any task, regardless of the hours of effort required, is 1 day. 12. Tasks cannot be more than 12 hours of Work and 3 days in Duration. 13. A taskâ&#x20AC;&#x2122;s Start and Finish dates are determined by its predecessors; fixed Start and Finish dates are avoided and are only acceptable when a task truly has no predecessor. 14. To maintain clear ownership and ensure that accountability, assign tasks to a single person as opposed to multiple people or a group. 15. Link all tasks within a Scope Item together, whether the links are finish-start, startstart, start-finish, or finish-finish. 16. To simplify management of the completed Work Plan, predecessors and successors relationships are linked at the highest Outline Level possible. Objective to Objective, Scope Item to Scope Item, Scope Item to External Dependency, or task to successive Scope Item. For example, if all Scope Items in an Objective must be completed prior to the start of the Scope Items in a subsequent Objective, link the Objectives together. Similarly, if all tasks in a Scope Item must be completed prior to the start of the tasks in a subsequent Scope Item, link the Scope Items together. If an entire Scope Item start is only dependent on partial completion of the preceding Scope Item, the link should be set from the task that the Scope Item is dependent on to the succeeding Scope Item, not to the first task in the succeeding Scope Item. 17. The duration of the Closure Objective is no more than 5 days. Its Finish date is the same as that of the Objective that ends last. Accordingly, the Objective that ends last is set as a finish-start minus 5 days predecessor for the Closure Objective. For Example: 176FS-5 days

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Build the Work Plan Once you have gathered the information necessary to complete the Work Plan in the Work Plan Step 1 meetings, it is time to build! 

Open the draft Work Plan that you prepared after completing the Charter or the most recent version if you have been updating it as you gathered the Project details.

Select the “120VC PM Working View”.

Prepare the Work Plan. 1. Enter the tasks, work effort (number of hours), and project team member assignments identified in the Work Plan Step 1 meetings on Outline Level 4 beneath the appropriate Scope Item. 2. Derive task Durations (number of days) using the hours provided by the assigned Contributor along with the half-time model for all tasks. 3. Verify that all Objectives, Scope Items, External Dependencies, and tasks have been entered along with task durations (number of days), work effort (number of hours) and project team member assignments. 4. Create the predecessor/successor relationships. 5. Determine which Objective ends last and set it as a finish-start minus 5 days predecessor for the Closure Objective. 6. Verify that all the 120VC Work Plan Rules have been properly applied.

Save the Work Plan. 1. Select the “120VC Work Plan Print View”. 2. Navigate to the View tab > Outline and select “Outline Level 4”. 3. While still on the View Tab select the “120VC Current and Next Period Tasks” filter from the “Highlight” drop down menu. When prompted, input the project “start date” and then the date of the “Friday after next”. 4. Save the updated Work Plan in your Project eFolder > 1 Project Plan folder using the following naming convention. [YYMMDD] [Project Name] Work Plan.mpp For Example: 111217 GISP Work Plan.mpp **Note: Delete any previous versions.

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Create a PDF of your Work Plan. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Work Plan PDF to your Project eFolder > 1 Project Plan > Work Plan PDF Archive folder using the following naming convention. [YYMMDD] [Project Name] Work Plan.pdf For Example: 111217 GISP Work Plan.pdf

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Sample Work Plan

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Complete the Work Plan Step 1 Document Rev iew 

Email the MS Project version of the Work Plan to your Program Manager no later than start of business the day prior to the meeting.

Complete a Work Plan Step 1 Review Meeting.

If changes to the Work Plan are required, adhere to the Single Meeting Approach and make them during the meeting. Then save the revised document, changing the date in the document file name as needed, and create a new PDF.

 Capture the Program Managers approval of the Work Plan in the meeting minutes. 

Capture the Program Managers authorization to Proceed to Work Plan Step 2 in meeting minutes.

COMPLETE WORK PLAN STEP 2 Work Plan Step 2 Objectives Review the Work Plan with the Team members to validate that all the information gathered in Step 1 is correctly represented in the Work Plan and that nothing is missing. Perform a “sanity check” on any requested changes to the durations derived by the half-time model. Revise the Work Plan if necessary, and… Prepare the Roles Matrix and Communication Plan based on the project details gathered to date.

Work Plan Step 2 “DO NOT S” 1. DO NOT review Task Start and Finish dates. 2. DO NOT invite the Functional Mgr. to the Work Plan Step 2 meetings. 3. DO NOT input or refine tasks in MS Project or similar tool in the presence of Team members. Take notes and make changes at a later time.

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Review & Rev ise the Work Plan with the Team members To review the Work Plan with the Team members, schedule a Work Plan Step 2 meeting and invite the Team members that have tasks assigned to them in the Work Plan. Again, Functional Mgr. are NOT invited to participate in the Work Plan Step 2 meetings as you are simply reviewing the information gathered in Work Plan Step 1 with the Team members assigned to the tasks. There is zero value in having the Functional Mgr. involved in this step and plenty of down side. **Key Point: If a Vendor will be performing any work on the Project, it is critical that the Vendor Team members participate in the Work Plan Step 2 meetings. When the meetings conclude the Project Manager must have ACCOMPLISHED the following: 

Consensus from the Team members that all the tasks necessary to accomplish the Project are accounted for, with appropriate Durations (number of days), are in the correct order, and have the appropriate project team member assigned.

Completed a “sanity check” on any request for a Duration (number of days) change, and…

Gathered the information necessary to build the Roles Matrix and Communication Plan.

The PURPOSE of the “sanity check” is to ensure you developed a Work Plan that will allow you to defend the schedule and the Project end date. This is critical to ensuring the Project Owner doesn’t slash the end date arbitrarily, AKA making up an end date and force the Project Team to be accountable to it. Remember, if the Project Manager can’t defend the end date derived by the Work Plan, one will be assigned to them by the Project Owner! In my experience I have rarely encountered a Project Owner that was happy with the Project end date projected by the Work Plan. My team and I are frequently pressured to commit to a sooner completion date. We respond by completing a thorough review of the Work Plan with the Project Owner. Because of the comprehensive exercise we go through to develop the Work Plan, this review always substantiates the schedule that we originally presented and allows the Project Owner to either eliminate scope to shorten the schedule, or retain the scope and defend the time needed to their boss. A conceptual understanding of the tasks, the credibility the Project Manager gains with the Project Owner by answering questions about them, and the half-time model are the basis for developing a defensible plan. To give someone a single day to complete a 4hour task takes into consideration their other workload, but isn’t generally perceived as liberal. To give someone 3 days to complete 12 hours of work accommodates their other workload but is defensible assuming they are working on several other projects and have operational responsibilities.

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To effectively perform the “sanity check,” the Project Manager needs to have developed the required conceptual understanding of each task and have strictly gathered the Work effort in hours instead of days. During the Work Plan review the Team members will validate the durations that the Project Manager developed using the half-time model. Some will agree that the Duration applied is sufficient, others will ask for it to be increased or even decreased. If asked to decrease a duration, simply explain that it is best to have some contingency time in the event an Impediment arises. If asked to increase duration, inform the Contributor that you would be happy to, and need to understand the reason to defend the increase when reviewing the Work Plan with the Project Owner. You will get one of three responses: A solid reason based on your understanding of the task that clearly explains the need to increase the duration; a reason that will allow the Project Manager to either modify the task, split the task into several, or defend the duration being requested. A weak answer that generally leads to acceptance of the duration presented, or a compromise between the duration derived by the half-time model and what was being requested. Insistence that the Duration needs to be increased w/ no supporting reason. Wisdom comes with experience… Never force a Contributor to agree to a Duration... It isn’t necessary! Every Project Manager knows that the Project Owner isn’t going to like the finish date projected by the Work Plan, and that they are going to have to give a little to obtain Project Owner approval. When this happens, simply direct the Project Owner to tasks assigned to those that demanded more than the halftime model allowed and refused to provide or provided weak supporting reasons. Explain your conceptual understanding of the task and the number of hours the contributor told you it would take to complete. The Project Owner will use their executive powers to assign realistic durations to the tasks. Continue reviewing these tasks until the Project Owner is satisfied with the number of days shaved off the finish date or you run out of tasks with durations you can’t defend. To be fair, I generally begin with the tasks assigned to those that were rude about their refusal to give me a supporting reason, and move toward those tasks assigned to those that were compromising. It’s true… I’m a giver!

Schedule Work Plan Step 2 Meetings Continue to schedule and conduct Work Plan Step 2 meetings until all the outlined Accomplishments and all Agenda items have been completed. To schedule the Work Plan Step 2 meetings, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Work Plan Step 2 Meeting template.

Setup an invite in Outlook for 1 - 2 hours depending on the complexity of the Project and invite the Team members (Subject Matter Experts) that will be completing the assigned tasks.

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Format the subject line as follows: [Project Name] - Work Plan Step 2 Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and contains a white board for use while facilitating the meeting.

Include the following agenda in the meeting request.

Agenda Obtain agreement that all the tasks required to accomplish the Project are accounted for. Obtain agreement from the assigned Contributor that the durations are correct. Obtain agreement from the assigned Contributor that the predecessor / successor relationships for each task (the order) are correct. Obtain agreement from the assigned Contributor that the project team member assignment for each task is correct. Obtain agreement from the assigned Project Manager that the External Dependencies & the Project Manager assigned is correct.

Owner

Time Allotted

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

The Roles Matrix Rules 1. The Roles Matrix combines a Project Role type with the team members subject matter expertise. There are only 5 project role types: Project Owner: The individual ultimately responsible for the Project outcome. Executive Stakeholder: Executives that have a stake in the Project, but aren’t the Project Owner. Project Manager: The individual assigned to LEAD the Project forward as aggressively as possible. Functional Mgr.: An individual ultimately responsible for a Project Contributors work. This person may or not hold the title manager, but is the person you would escalate to in respect to the work assigned to one or several of your Project Contributors. Contributor: A subject matter expert assigned to define and complete work on the project. Anyone assigned a task in the work plan. 2. A project’s Roles Matrix will have only one entry for Project Manager and Project Owner, and, Executive Stakeholder. 3. Only a single person can be assigned to the roles of Project Manager and Project Owner respectively. 4. If a project has Executive Stakeholders, there should be multiple individuals assigned to a single role entry. 5. A project’s Roles Matrix will have several entries for the Functional Mgr. and Contributor role types. 6. When inputting Functional Mgr. and Contributor entries, be sure to list the Team members immediately following their Functional Mgr. 180102 120VC PM Guidebook v 5.0 Chapter 8: Planning the Project

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Build the Roles Matr ix After reviewing the Work Plan with the Team members and refining it appropriately, the Project Manager should have all the information needed to prepare the Roles Matrix. 

Navigate to your Documents > Projects > Project Templates folder and click on the Roles Matrix template.

Once excel has opened, navigate to File>Print and select “page setup.” Then click on the header/footer tab to select the “Custom Header…” button

Highlight “<Project Name>” in the Left section of the header setup menu and enter the project’s full name.

Add the project team member name, title, email address and phone number to each entry.

Put a checkmark in the appropriate Project Role column.

Verify that the 120VC Roles Matrix Rules have been properly applied.

Save the Roles Matrix in your Project eFolder > 1 Project Plan > Charter & Planning Document Archive folder using the following naming convention. [YYMMDD] [Project Name] Roles Matrix.doc

For Example: 120121 GISP Roles Matrix.doc **Note: Delete any previous drafts. 

Create a PDF of your Roles Matrix

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1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Roles Matrix PDF to your Project eFolder > 1 Project Plan > Charter & Planning Document Archive folder using the following naming convention. [YYMMDD] [Project Name] Roles Matrix.pdf For Example: 120121 GISP Roles Matrix.pdf **Note: Delete any previous drafts.

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Sample Roles Matrix

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The Communication Plan Rules 1. There are 10 communication types standard to all projects. 2. The standard types are listed on the Communication Plan template along with their respective owners (responsible parties), audience, purpose, method and frequency and should not be removed or modified. 3. Additional project-specific communication types may be required and should be added. These may include a project newsletter, user updates, or an executive status. ***Note: Publication of project management planning deliverables is not considered to be a project communication type and are not included in the Communication Plan.

Build the Communication Plan After reviewing the Work Plan with the Team members and refining it appropriately, the Project Manager should have all of the information needed to prepare the Communication Plan. 

Navigate to your Documents > Projects > Project Templates folder and click on the Communication Plan template.

Highlight “<Project Name>” at the top of the document and enter the project’s full name.

Add any client- or project-specific communication types that are not included in the template, but are required by the project along with the owner, audience, PURPOSE, methods and frequency for each type being added.

Save the Communication Plan in your Project eFolder > 1 Project Plan > Charter & Planning Document Archive folder using the following naming convention. [YYMMDD] [Project Name] Communication Plan.doc For Example: 120121 GISP Communication Plan.doc

**Note: Delete any previous drafts. 

Create a PDF of your Communication Plan 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Communication Plan PDF to your Project eFolder > 1 Project Plan > Charter & Planning Document Archive folder using the following naming convention. [YYMMDD] [Project Name] Communication Plan.pdf For Example: 120121 GISP Communication Plan.pdf **Note: Delete any previous drafts.

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Sample Communication Plan

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COMPLETE WORK PLAN STEP 3 Work Plan Step 3 Objectives Review the schedule in the Work Plan with the Functional Mgr. and their Team members and refine if necessary. Review the Roles Matrix and Communication Plan with the Functional Mgr. and their Team members and refine if necessary, and… Obtain final agreement from the Functional Mgr. and their Team members that the Planning Documents are correct.

Work Plan Step 3 “DO NOT S” 1. DO NOT input or refine tasks in MS Project in the presence of Team members. Take notes and make changes later.

Review the Plan ning Documents with the Pr oject Team To review the Planning Documents with the Functional Mgr. and their Team members, schedule a Work Plan Step 3 meeting and invite both. As the Subject Matter Experts are best suited to identify the Tasks, it is not necessary to conduct a task-by-task review in these meetings. Focus the Functional Mgr.’s attention on the Start and Finish dates associated with the team members that report to them. If the Start and Finish dates conflict with already scheduled commitments: 1. Negotiate for an available project team member or… 2. Schedule the task or Scope Item the Functional Mgr. is responsible for to begin later. **Key Point: If you must schedule start dates to occur later than scheduled based on the predecessor / successor relationships, it is critical that you ensure the “Constraint Type” setting on the advanced tab of the task in MS Project is set to: Start No Earlier Than When the meetings conclude the Project Manager must have ACCOMPLISHED the following: 

Consensus from the Functional Mgr. and Team members on the Project Schedule in the Work Plan.

Consensus from the Functional Mgr. and Team members that the Tasks, Schedule and Project team member assignments in the Work Plan are correct.

Acceptance from the Functional Mgr. and Team members of the Roles Matrix and Communication Plan.

Ensured the Functional Mgr. and Team members are clear that PURPOSE of the Roles Matrix is to assign unplanned work and impediments after Project Kick-Off.

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Ensured Functional Mgr. and Team members are familiar with each communication type and associated document on the Communication Plan. The review of the Communication Plan is a good time to explain that Escalations are not personal and that you will always attempt to develop solutions with the appropriate team member before escalating, but, if consensus can’t be reached or a solution can’t be found, the Project Manager will need to escalate until a solution is reached. Setting this expectation during the Communication Plan review and underscoring that you would always prefer to partner with team members to develop a solution rather than escalating an Impediment may help avoid alienating Team members during the project.

Ensured the Functional Mgr. and Team members have a clear understanding of the purpose of each section of the Project Status Report. How Project Health is derived and how planned vs. actual helps them understand health. That the Project Health is a tool for the Portfolio Manager to reallocate funds and team members across the Portfolio to ensure all Projects have what they need to complete without going over the total Portfolio Budget. That the Status Summary Section will contain an explanation of yellow or red project health and the path to green. Accomplishments since last period. And… a description of the Impediments and path to resolution with dates if available. That the Late Date is used to prioritize Impediments and develop appropriate responses. That the Late Date closest to today’s date is the highest priority as it will affect the Project end date and cost the soonest. That logically, the response to the Impediment with the closest Late Date would be more aggressive than to an Impediment with more time to solve. That an Impediment promotes to an Imminent Impediment when it’s Late Date is ≤ 10 days from the current date. That an Impediment Assessment needs to be Established no later than close of business the day following this event. That the purpose of an Impediment Assessment is to allow the Project Owner to weigh in on the proposed solution before the Project Team commits time and money to it. That the Planned and Unplanned Tasks w/ associated health are published in the status report each week to ensure the Team members and their Functional Mgr. are clear on their work assignments. That the purpose of Task health is to communicate to Functional Mgr. which Tasks need their attention and to communicate to Team members which Tasks should be their highest priority.

Ensured the Functional Mgr. and Team members have a clear understanding of the 5 x 5. That it is used to ensure the required Contributor has the information necessary to prioritize their work load. That it is meant to communicate a Priority 1 situation amidst their several Projects and operational workload.

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That it ensures the Project Manager has made all attempts to contact the Contributor before escalating and making the task of tracking them down and obtaining a solution to the Impediment their Mgr.’s. problem.

Schedule Work Plan Step 3 Meetings Continue to schedule and conduct Work Plan Step 3 meetings until all the outlined Accomplishments and all Agenda items have been completed. To schedule the Work Plan Step 3 meetings, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Work Plan Step 3 Meeting template.

Setup an invite in Outlook for 1 - 2 hours depending on the complexity of the Project and invite the Team members (Subject Matter Experts) that will be completing the assigned tasks and their Functional Mgr.

Format the subject line as follows: [Project Name] - Work Plan Step 3 Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and contains a white board for use while facilitating the meeting.

Include the following agenda in the meeting request.

Agenda Review and obtain a commitment to the Project Schedule from Functional Mgr. for their Team members, refine the schedule if necessary. Review and obtain acceptance of the Roles Matrix and Communication Plan, refine if necessary. Review the Project Status Report and educate on the contents and value of each section. Educate on the PURPOSE of Project & Task Health as well as how both are derived. Educate on the Late Date’s use to prioritize Impediments and develop an appropriate response. Educate on the use and PURPOSE of the 5 x 5.

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Owner

Time Allotted

P. Manager

60 min

P. Manager

35 min

P. Manager

5 min

P. Manager

5 min

P. Manager

5 min

P. Manager

5 min

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Build the WBS for Man age/Control and Closure While the project schedule contained in the Work Plan must be approved by both the Program Manager and Project Owner, the Work Plan is far more detailed than appropriate for presentation to the Project Owner and Executive Stakeholders. Accordingly, once the Work Plan is finalized, the WBS for Manage/Control and Closure must be prepared and approved by your Program Manager. It can then be used to review the project schedule at an appropriate level of detail with and obtain approval from the Project Owner. 

Open the work plan and format the document. 1. Select the “120VC WBS Print View”. 2. Navigate to the View tab > Outline and select Outline Level 3. 3. Select the “120VC Work Plan Print View”. When prompted, input the date of the “Friday after next.” Assuming you are creating your WBS on a Friday, this would be the date of the Friday two weeks from the current date.

Create a PDF of your WBS. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the WBS PDF to your Project eFolder > 1 Project Plan > WBS PDF Archive folder using the following naming convention. YYMMDD [Project Name] WBS.pdf For Example: 111217 GISP WBS.pdf

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Sample WBS for Manage / Control and Closure

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Prepare the Planning Documents A & A Form 

Navigate to your Project eFolder > 1 Project Plan > Templates folder and click on the A & A Form template.

Project Name: Input the Project Name.

Document Name: Input “Planning Documents.”

Program Manager Approval: Include enough lines in this subsection for the signature of the Program Manager as well as additional lines for use in the event of personnel changes during the project.

Project Owner Approval: Include enough lines in this subsection for the signature of the Project Owner as well as additional lines for use in the event of personnel changes during the project.

Acceptance: Include enough lines in this subsection for the signatures of the Executive Stakeholders, Project Manager, Functional Mgr., and Team members as well as additional lines for Project Team members who may be added during the project.

**Note: There is no need to input the names or titles of those you are seeking approval / acceptance from. They can be written in at time of signature. 

Save the A & A Form in your Project eFolder > 1 Project Plan > Charter & Planning Documents Archive folder using the following naming convention. [YYMMDD] [Project Name] Planning Documents A&A.doc

For Example: 120108 GISP Planning Documents A&A.doc

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OBTAIN PLANNING DOCUMENT APPROVAL AND ACCEPTANCE Complete the Planning Document Review Meeting 

Email the MS Project version Work Plan, and the MS Word version of the Roles Matrix and Communication Plan to your Program Manager no later than start of business the day prior to the meeting.

Complete a Planning Document Review Meeting.

If changes are required, adhere to the Single Meeting Approach, and make them during the meeting. Then save the revised documents, changing the date in the document file name as needed and create a new PDF.

Request Program Manager Approval of the Planning Documents. Once the Project Review is complete and the Program Manager has conveyed verbal approval of the document, prepare an email to capture the Program Managers electronic approval. 1. Address an email to your Program Manager. 2. Subject: Approval Required: [Project Name] Planning Documents & WBS for Manage / Control & Closure. 3. Body: Please respond with your approval of the attached Planning Documents & WBS for Manage / Control & Closure for use and submission for Project Owner approval. 4. Attach the Planning Documents and WBS PDF’s to the email.

Baseline the Approved Work Plan

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2. Select “Baseline” from the “Set baseline” drop down list. 3. Click “entire project,” the select “OK.” **Note: A Work Plan must be baselined before it will auto populate and calculate the planned % complete. 

Create the Approved Planning Document PDF. 1. Print the Program Managers email reply w/ approval to PDF. 2. Annotate the Printed A & A form to reflect receipt of Program Manager Approval via email. 3. Scan the annotated A & A form to PDF and save to your Project eFolder > 1 Project Plan > Charter & Planning Documents Archive folder using the following naming convention. [YYMMDD] [Project Name] Approved Planning Documents.pdf For Example: 120108 GISP Approved Planning Documents.pdf 4. Open the recently created Approved Planning Documents PDF and insert the following PDF documents after the A & A form in the following order. •

The Program Managers email reply w/ approval.

The Roles Matrix.

The Communication Plan.

The Work Plan.

5. Check the Approved Planning Documents PDF layout against the sample Approved Charter PDF in Chapter 10: Defining the Project. 6. Click Save 

Capture the Program Managers approval of the Planning Documents in meeting minutes.

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Sample Approved Planning Docu ment PDF

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Complete the Planning Document Appr oval Meeting The PURPOSE of this meeting is to obtain approval of the Project Schedule in the WBS, the Roles Matrix and the Communication Plan. If necessary, us Work Plan to substantiate the schedule or eliminate scope. 

Email the PDF of the WBS, Roles Matrix and Communication Plan to the Project Owner and Executive Stakeholders.

Conduct a line-by-line vetting of the WBS, Roles Matrix and Communication Plan. Manage the meeting to ensure that you obtain approval before it concludes. **Key Point: Don’t make requested changes to the document in the meeting. Document revisions can be time consuming, get in the way of successfully completing the approval meeting and ultimately slow the completion of the project. Capture requested changes in the meeting notes and published via meeting minutes.

Obtain Project Owner Approval. Assure the Project Owner that their requested changes will be published via meeting minutes and then completed. Request their approval of the document pending the changes and obtain an approval signature to avoid a future meeting.

Obtain acceptance from the Executive Stakeholders, indicating their consensus with the Project Owner and that they have reviewed the documents, understand them, and will lend their support to the project as needed to ensure its success.

Once you have obtained acceptance from the Executive Stakeholders, sign in the Acceptance section yourself.

Capture the approval and acceptances as agreements in meeting minutes.

Vet requested changes to the Planning Documents with your Program Manager. Capture the Program Managers approval of the revised documents in meeting minutes.

Incorporate the approval and acceptances received and changes made to the Planning Documents in the meeting into your Approved Planning Document PDF.

Obtain approval or acceptance from anyone that was not in attendance prior to the Kick-Off Meeting and incorporate them into the Approved Planning Documents PDF.

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Complete the Kick-Off Meeting 

After obtaining the requisite approvals and incorporating any requested changes, email the updated Approved Planning Document PDF to the rest of the Project Team. List any changes made in the Approval meeting in the email, and request that they review the document prior to the meeting. Be sure to note that the PURPOSE of the meeting is to review the document and answer questions to ensure the teams understanding; go over current and next period tasks and obtain their final acceptance of the Planning Documents. **Key Point: The Acceptance meeting should include the Project Owner and Executive Stakeholders so that they can support the acceptance process.

At the beginning of the meeting it is important to frame its purpose with the team. Remind the team that the Planning Document are approved, that the PURPOSE of this meeting is to review the schedule, answer questions to ensure clarity and then begin executing the work. Questions should focus on developing a comprehensive understanding of the current and next period tasks and not on refining the Planning Documents.

Conduct a task-by-task review of the highlighted current and next period work in the Work Plan PDF.

Obtain acceptance on the Planning Documents Approval & Acceptance from the Project Team, indicating that they have reviewed the documents, understand them and will comply with their intent.

Capture the acceptances as an agreement in meeting minutes.

Update the Approved Planning Documents PDF with the current A & A form.

Request Acceptance of the Planning Documents from Project Team members not present in the meeting. Prepare an email to capture electronic acceptance. 1. Address the email to the Project Team members not present in the meeting. 2. Subject: Acceptance Required: [Project Name] Planning Documents 3. Body: The attached Planning Documents have been approved by the Project Owner for use. Please respond with your acceptance and acknowledgment that you understand them and will comply with their intent. 4. Attach the most recent Approved Planning Documents PDF to the email. **Key Point: The deadline to establish the Planning Documents is close of business 3 days after the Acceptance meeting. If a team member does not respond to the acceptance request by the end of the first 24-hour period, complete a "5 x 5" during the next 24 hours to ensure that all acceptances are obtained from all parties within the allotted 3 days.

Once all approvals and acceptances have been obtained, update and finalize the Approved Planning Documents PDF by annotating the A & A form with all electronic acceptances, scanning and incorporating both the A & A form and each electronic approval/acceptance into the Approved Planning Documents PDF.

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When the document is complete and ready for Program Manager Review it should contain… 1. An A & A Form with a signature or annotation for electronic approval/acceptance from the Program Manager, Project Owner, Executive Stakeholders, Functional Mgr’s. and Team members (everyone with a role in the Roles Matrix). 2. An email indicating electronic approval / acceptance from anyone indicated by an annotation on the A & A form in the order indicated on the A & A form. 3. The Planning Documents that were approved/accepted. 

Save the Approved Planning Document PDF in your Project eFolder > 1 Project Plan > Charter & Planning Documents Archive folder using the following naming convention. [YYMMDD] [Project Name] Approved Planning Documents.pdf For Example: 120108 GISP Approved Planning Documents.pdf **Note: The document should be dated exactly as the last MS Office versions of the Planning Documents.

Delete any previous versions of the document.

Publish the Approved Planning Documents PDF to the Project Team establishing the documents for use.

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CHAPTER 9: ESTABLISH THE BASELINE BUDGET

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MANAGING BUDGET RISK OVERVIEW In my experience most Project Owners don’t care about impact to Scope if there is no impact to Cost. Sometimes there is concern about impact to the schedule even though there is no corollary impact to cost, but if you want to see someone lose their mind… Tell them you are going to go over budget! In addition to closely tracking what is spent on a Project, it is important for the Project Manager to develop a Baseline Budget after the project has been planned. This is done to compare what the Project will cost as planned to the amount the organization originally budgeted for the Project. Without this step there is no way to know if what was planned can be completed for the amount that was originally budgeted. By developing a Baseline Budget, the Project Manager can provide the Project Owner with the information necessary to stay within the original estimate by cutting scope or by justifying additional funds by using the Project Plan to substantiate the actual cost. Without this step, there is no way to know if the decisions you are making about how to spend your funds will prevent you from going over budget, because the estimated budget you would be tracking against could be wrong! Essentially, the decision to skip the Establishment of a Baseline Budget and to rely on someone other than the Project Manager to track spending will eliminate the Project Managers ability to MANAGE potential Risk to the Budget.

BUILD THE BASELINE BUDGET The Baseline Budget is in no way related to what the Project Owner has set aside, previously estimated, or wants the project to cost. It should be a clear-eyed and objective estimation of what the project will actually cost as planned. Accordingly, it must be developed empirically, based only on the information in the already-established Planning Documents. Because it comprehensively details all of the activities that must be accomplished during the project and the level of effort required to do so, the established Work Plan provides the basis for developing all aspects of the budget. Derive the hours for all professional services and labor from the established Work Plan and then obtain Statements of Work from your vendors to develop budgets for the Professional Services and Labor accounts. Obtain the “shopping list” for the approved hardware and software design from the subject matter experts who provided the design and then obtain quotes from vendors. Review the Work Plan for all references to travel, training, maintenance, etc., required by the project and obtain quotes. **Key Point: The Baseline Budget is a column in the Budget Summary report that is only populated once you have established your Planning Documents. Though a separate Baseline Budget file is created to obtain approval and establish the Baseline Budget, the information is incorporated back into the Budget Summery Report after establishment.

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Collect Statements of Work (SOW ) 

Contact the vendors to obtain the SOW’s for your project.

Save the SOW’s as a PDF in your Project eFolder > 2 Accounting > SOW’s folder using the following naming convention. [YYMMDD] [Project Name] [Vendor Name Abbreviation] SOW [Reference Number].pdf For Example: 111228 GISP 120 SOW CC234094.pdf

Collect Vendor Quotes 

Contact the vendor to obtain the Quotes for your project.

Save the Vendor Quote as a PDF in your Project eFolder > 2 Accounting > Vendor Quotes folder using the following naming convention. [YYMMDD] [Project Name] [Vendor Name Abbreviation] Quote [Reference Number].pdf For Example: 111228 GISP 120 Quote CC5679847.pdf

Prepare the Baseline Budget 

Make a copy of the Budget Reports file and save it in your Project eFolder > 2 Accounting folder using the following naming convention. [YYMMDD] [Project Name] Baseline Budget.xls For Example: 111228 GISP Baseline Budget.xls

Open the Baseline Budget file and remove the Labor Hours, Transaction Report & Aging Report tabs.

Enter new budget items based on the information in the SOW’s and Vendor Quotes (be sure to use the Work Plan to validate the quotes). 1. Budget Item: Enter the item number and name. 2. Vendor: Enter the name of the vendor. 3. Baseline Budget: Enter the amount estimated by the SOW or Quote that was validated by the established Work Plan. 4. Current Forecast: The amount in the “Current Forecast” should match the amount in the “Baseline Budget” field until the Baseline Budget is established. 5. Budget Variance: Variance is a calculation of the “Baseline Budget” amount less the “Current Forecast” amount and is calculated automatically.

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6. Spent/Committed: Refer to the “Transaction Report” in QuickBooks and enter the total “Amount” shown for the Budget Item. 7. Amount Remaining: “Amount Remaining” is a calculation of the “Current Forecast” amount less the “Spent/Committed” amount and is calculated automatically. 8. Financial Authorization#: Once financial authorization has been obtained for the Budget Item, enter an abbreviation for the type of financial control used by the client (i.e., “PO”) and the number of that authorization. 9. Authorized Amount: Once financial authorization has been obtained for the Budget item, enter the dollar amount that has been authorized; update this field as needed if and when the dollar amount is increased. 

Repeat for all budget items.

When all budget items have been entered, hide any unused Budget Item rows on the worksheet.

If an Account doesn’t have any Budget Items, enter an “#.## N/A” for a single Budget Item.

Save the Baseline Budget file in your Project eFolder > 2 Accounting folder using the following naming convention. [YYMMDD] [Project Name] Baseline budget.xls For Example: 111228 GISP Baseline budget.xls

Create a PDF of your Baseline Budget.

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1. Navigate to File > Print and select the Adobe PDF printer. 2. Select “Print Active Sheets”. 3. Print the Baseline Budget PDF to your Project eFolder > 2 Accounting > Budget Reports PDF Archive folder using the following naming convention. [YYMMDD] [Project Name] Baseline Budget.pdf For Example: 111228 GISP Baseline Budget.pdf

Prepare the Baseline Budget A & A For m 

Navigate to your Project eFolder > 1 Project Plan > Templates folder and click on the A & A Form template.

Project Name: Input the Project Name.

Document Name: Input “Baseline Budget”.

Program Manager Approval: Include enough lines in this subsection for the signature of the Program Manager as well as additional lines for use in the event of personnel changes during the course of the project.

Project Owner Approval: Include enough lines in this subsection for the signature of the Project Owner as well as additional lines for use in the event of personnel changes during the course of the project.

Acceptance: Remove this section from the document. **Note: There is no need to input the names or titles of those you are seeking approval from. They can be written in at time of signature.

Save the A & A Form in your Project eFolder > 2 Accounting folder using the following naming convention. [YYMMDD] [Project Name] Baseline Budget A&A.doc For Example: 111228 GISP Baseline Budget A&A.doc

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OBTAIN BASELINE BUDGET APPROVALS Complete the Baseline Budget Document Rev iew Meeting 

Email the Baseline Budget to your Program Manager no later than start of business the day prior to the meeting, noting that it is the document to be reviewed in the already-scheduled meeting.

Complete a Baseline Budget Document Review Meeting with your Program Manager.

If changes are required, adhere to the Single Meeting Approach, and make them during the meeting. Then save the revised document, changing the date in the document file name as needed, and create a new PDF.

If the total Baseline Budget amount exceeds the amount initially budgeted for the Project, be sure to develop a strategy with your Program Manager to deliver this message to your Project Owner in a fashion that will not cause a fight or flight response. Remember the following… The initial budget estimate is always developed with significantly less information than is available after the Project has been planned. It is therefore theoretically impossible for it to be correct. Even if the model used to develop the initial budget estimate includes the addition of contingency funds, most organizations cut the proposed amount before approving the initial budget estimates. The Baseline Budget is developed after the Project is planned to verify the accuracy of the original budget estimate. Without this step there is no way to know if what was planned can be completed for the amount that has been set aside. The Project Manager is the Hero, not just the messenger! The established Planning Documents, SOW’s and Quotes can be used to substantiate the Baseline Budget. Therefore, you are providing the Project Owner with the information necessary to stay within the original estimate by cutting scope or obtain the funds necessary by justifying the actual cost.

Request Program Manager Approval of the Baseline Budget. Once the Project Review is complete and the Program Manager has conveyed verbal approval of the document, prepare an email to capture the Program Managers electronic approval. 1. Address an email to your Program Manager. 2. Subject: Approval Required: [Project Name] Baseline Budget 3. Body: Please respond with your approval of the attached Baseline Budget for use and submission for Project Owner approval. 4. Attach the Baseline Budget PDF to the email.

Create the Approved Baseline Budget PDF. 1. Print the Program Managers email reply w/ approval to PDF.

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2. Annotate the printed A & A form to reflect receipt of Program Manager Approval via email (See sample Approved Charter PDF in Chapter 10 for an example of how to complete the annotation). 3. Scan the annotated A & A form to PDF and save to your Project eFolder > 2 Accounting folder using the following naming convention. [YYMMDD] [Project Name] Approved Baseline Budget.pdf For Example: 111228 GISP Approved Baseline Budget.pdf 4. Open the recently created Approved Baseline Budget PDF and insert the following PDF documents after the A & A form in the following order. •

The Program Managers email reply w/ approval.

The Baseline Budget.

5. Check the Approved Baseline Budget PDF layout against the sample Approved Charter PDF in Chapter 10: Defining the Project. 6. Click Save 

Capture the Program Managers approval of the Baseline Budget in meeting minutes.

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Complete the Baseline Budget Approval Meeting Contrary to the standard treatment of meeting-related documents, do NOT email the Baseline Budget to the Project Owner in advance of the meeting. Avoid sticker shock! 

Bring physical copies of the Baseline Budget for review in the Approval Meeting. Conduct a line-by-line vetting of the Baseline Budget and manage the meeting to ensure that you obtain approval before it concludes. **Key Point: Don’t make requested changes to the document in the meeting. Document revisions can be time consuming, get in the way of successfully completing the approval meeting and ultimately slow the completion of the project. Capture requested changes in the meeting notes and published via meeting minutes.

Obtain Project Owner Approval. Assure the Project Owner that their requested changes will be published via meeting minutes and then completed. Request their approval of the document pending the changes and obtain an approval signature to avoid a future meeting.

Capture the approval as an agreement in meeting minutes.

If changes were made to the Baseline Budget, circle back to your Program Manager with an update. Capture the Program Managers approval of the revised document in meeting minutes.

Incorporate the approval received or changes made to the Baseline Budget in the meeting into your Approved Baseline Budget PDF.

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PERFORMING WEEKLY BUDGET EVALUATION Once the Project has been planned and you have an approved baseline budget you can begin evaluating budgetary risk and evaluating impediments to completing your Project within budget. At this juncture you have developed a weekly cadence for gathering Purchase Orders, Labor Hours and Invoices, tracking spending and publishing a weekly budget report. Now that you have a baseline budget, you will need to add the following steps to that cadence to ensure you are identifying risk, and mitigating budget related impediments as aggressively as possible.

Update the Current Forecast Once you have established a Baseline Budget it is critical to assess the “Current Forecast” for each of your Budget Items on a weekly basis. To do this, consider whether there have been any changes to the project approach and/or design, such as in the type, volume or pricing of hardware or software to be purchased, the travel required for the project, etc. If so, obtain new estimates. In addition, consider how the changes to the project approach and/or design will affect the tasks, predecessor / successor relationships, work effort, duration and project team member assignment in your Work Plan and update it. After updating the Work Plan or obtaining new quotes it is important to update the affected budget item Forecasts on the Budget Summary Report. **Key Point: Once a Baseline Budget is established, the amount in the “Baseline Budget” column on the Budget Summary report can’t be changed without an approved PCA. Instead, the Project Manager updates the “Current Forecast” for each Budget Item and uses the total “Current Forecast” at the bottom of the Budget Summary Report to assess the risk associated with the changes and its potential to cause you to go over budget.

Assess Authorized Amounts Once you have identified changes to the Current Forecast of a Labor Item, review the burn rate and the weeks remaining on the Labor Hours worksheet to determine if the authorized amount is sufficient to cover the remaining work. If the authorized amount is NOT sufficient, immediately log a task in the Control Log to request an increase. **Note: The “Weeks Remaining” will be red for those POs that will run out in eight or fewer weeks based on the current burn rate.

Identify Budgetary Impediments An Impediment must be logged for any of the following situations… If there are eight or fewer weeks remaining on a labor PO that requires more than the remaining time, log an Impediment. To resolve the Impediment, request and obtain an increase to the “Authorized Amount”.

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If a budget items “Current Forecast” is greater than its “Baseline Budget” and a PO has already been issued for the item, log an Impediment. To resolve the Impediment, request and obtain an increase to the “Authorized Amount”. If the Projects total “Current Forecast” is greater than the total “Baseline Budget” log an Impediment and immediately establish an Impediment Assessment regardless of the Late Date.

Managing Budgetary Impediments 120VC requires is Project Managers to establish an Impediment Assessment for any impediment with a Late Date that is 10 or fewer business days from the current date. The only exception to this rule is when an Impediment causes the total “Current Forecast” to exceed the total “Baseline Budget” at the bottom of the Budget Summary Report. If this happens, the Project Manager must immediately establish an Impediment Assessment regardless of the Late Date. In addition, the first task associated with the increased “Current Forecast” must not begin or, if started, must immediately be put on hold until the Impediment Assessment – and, if necessary, a Project Change Assessment (PCA) – has been established. Only then can work on this task start or resume. Not starting or stopping the affected task is critical to ensuring that the project does not go over budget. Further, it ensures that the budget Impediment is reflected in the project’s health: when the task is put on hold, its health will be Yellow because it is clearly at risk of being late and once late its health will be Red. This approach ensures that the project budget Impediment correlates appropriately to its impact on the project’s health.

PERFORMING MONTHLY BUDGET HOUSEKEEPING Each month the Project Manager must perform budget “housekeeping” to ensure that there are no erroneous charges against the project. 

Work with the client’s Finance department to obtain a report of all expenses charged to the project.

Review their report and identify any charges that should not be applied to your project. If any are found, log a task in the Control Log to have them removed.

Work with the client’s Finance department to remove any erroneous charges from the project.

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CHAPTER 10: MANAGING PROJECT RISK

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MANAGING PROJECT RISK OVERVIEW Project Impediment are best assessed in terms of HOW and WHEN something will negatively impact the Project end date and cost. Project Impediments occur every day; dealing with them is what is Project Management is all about! Remember, Impediments aren’t just for special occasions!

The Basics of Assessing Impediments No matter how many Potential Impediments are identified and mitigated by the approach in the Work Plan, or how thoroughly the Project is Planned, Impediments will occur every day. An Impediment is anything that causes Planned Work to fall behind schedule or prevents Planned Work from being completed on time. Every Impediment must be logged, assigned and tracked regardless of how minor its potential impact to the Project end date and cost may be perceived. Once a Work Plan is Established, Impediment are assessed using the Project’s Critical Path. The Critical Path Method was developed to Assess Impediment via Critical Path Analysis. The basic principle for using the Critical Path Method is to construct a Work Plan that includes the following: A list of all tasks required to complete the project within the Work Break Down structure. Each task will have a duration and a start and finish date. The dependencies between the tasks need to be setup. Once a Work Plan with a Critical Path is Established, performing a Critical Path Analysis is as simple as monitoring the slack associated with each task. Slack is the number of days a task can be late before it starts pushing the Project end date out for every additional day the task is late. Most Work Plan tools e.g. Microsoft Project, contain a Total Slack column that is automatically calculated and can be added to any view. Remember, treat any task with ≤ 10 days of slack like a critical path task. For clarity and educational purposes, we have broken Impediments into 3 categories. Potential Impediments, Impediments and Imminent Impediments. Once you understand the context of each, there is no reason to communicate their difference to project stakeholders. The only thing Project Stakeholders need to know is when you have an Impediment and what you are doing to solve it.

Mitigating Poten tial Impediments The identification and assessment of Potential Impediment begins while the Project is being defined. The Assumptions, Impediments and their mitigation strategies are documented in the Charter and then reviewed, approved and accepted by everyone on the Project Team. These Impediments are considered Potential Impediments because the Project has not been planned, so there is no Project End Date or Critical Path to be impacted.

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The Project Manager identifies additional Potential Impediments while Planning the Project, and works with the Project Team to define mitigation strategies for each. When the Work Plan is complete, it will contain tasks to execute the mitigation strategies for the Potential Impediments documented in the Charter, as well as tasks to execute the mitigation strategies for the Potential Impediments identified during Planning. The Purpose of identifying Potential Impediments while defining and planning the Project, is to ensure they never occur by building the appropriate tasks into the Work Plan! If you identify a Potential Impediment that can’t be mitigated, it’s not an Impediment, it’s a Constraint.

Managing Impediments Once a Project is planned and launched you will encounter Impediments to completing Planned Tasks on schedule. Anything that slows the progress of a task in the Work Plan, causes it to fall behind or has the potential to cause the task to be late is an Impediment. All IMPEDIMENTS should be assessed by logging them and verifying their Late Date. The Late Date is the date by which an Impediment needs to be solved before it starts pushing the Project end date out for every day the task it is impacting is late. The Late Date will determine the Impediments priority amongst the other Impediments and allow the Project Team to define an appropriate response. It is not possible to prioritize or determine an appropriate solution to an Impediment unless you know when it will begin impacting your project end date and cost. Remember, the Impediment with the soonest Late Date is the Impediment that has the highest potential to impact your project end date and cost. Assessing and Prioritizing an Impediment is only the first step. Knowing how long an Impediment can go unsolved before it starts impacting the Project end date and cost allows the Project Manager to judge the most appropriate solution. Controlling the Project end date at the expense of the budget by throwing money at an Impediment that you have months to solve isn’t Project Management; it’s Project Roulette! Remember, Project Managers assess an Impediment to PRIORITIZE and select an APPROPRIATE SOLUTION!

Managing Imminent Impediments At 120VC Imminent Impediments are managed proactively by ensuring that anyone assigned to a task with 10 or fewer days of slack understands that any delay in completing their task will cause the Project end date to push one day for every day their task is late. The Project Manager ensures the Project Team focuses on completing these tasks as a priority over others and obtains status weekly on potential obstacles to starting and completing critical paths tasks that have not started, but are scheduled to begin in the next reporting period. This allows the Project Manager to begin working to solve Imminent Impediments in advance of the tasks scheduled start date. Any Impediment left unsolved will eventually impact the Project end date and cost. This chapter focuses on how to handle those Impediments that will imminently impact the Project end date and cost. 180102 120VC PM Guidebook v 5.0 Chapter 10: Managing Project Risk

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Remember, an Impediment is promoted to an Imminent Impediment when its Late Date is ≤ 10 days from the current date. When an Imminent Impediment is encountered the Project Manager will establish an Impediment Assessment no later than close of business the day after its identification. The Impediment Assessment is meant to inform the Project Owner and Program Manager that an Imminent Impediment exists, of the teams plan to solve it, allow both of them to ask questions to clearly understand both and weigh in on the solution if necessary. An Impediment Assessment is comprised of the following steps: 

Immediately notify your Program Manager and Project Owner of the Imminent Impediment.

Work with the Project Team to determine (at least 10) Impediment mitigations strategies.

Choose a SINGLE SOLUTION & Prepare the Impediment Assessment document.

Meet with and obtain Program Manager approval of the Impediment Assessment, and…

Meet with and obtain Project Owner approval of the Impediment Assessment.

As Critical Path slippage increases the Project end date 1 day for every day an Impediment is not solved past the Late Date, the emphasis at this point is on providing the Project Owner with the information needed to approve a SINGLE SOLUTION and provide direction before time and money are spent on it. Accordingly, the Project Manager and team are not expected to take the time at this juncture to fully plan the solution being proposed to determine its exact duration and cost. Approval of a solution that requires a change in scope authorizes the Project Manager to reprioritize and focus the project team’s efforts on planning the approved solution while continuing to work to resolve the Impediment with the team members immediately available, NOT to begin work on the approved solution. Within the following 10 business days and before work on the approved solution can begin, the Project Manager must establish a Project Change Assessment (PCA) outlining the solution’s impact on the project’s scope, schedule and cost. This step is critical as the Project Owner has no idea what impact the approved solution will have on the Project end date or cost until the PCA is completed. **Key Point: It is critical to the credibility of the PCA that the project team continues to work on resolving the Impediment while the PCA is being developed. If the impact to cost or schedule outlined in the PCA is significant, the Project Owner might suggest more time be spent trying to resolve the Impediment with the team members available. If the Project Team utilized the time the Project Manager needed to complete the PCA to focus on solving the Impediment and was unsuccessful, the Project Owner will feel more comfortable approving the PCA.

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IDENTIFYING AN IMMINENT PROJECT IMPEDIMENT The date that an Impediment will begin to affect the project’s critical path, AKA the Project end date and cost, and thereby become an Imminent Impediment is called the Late Date. The amount of time before an Impediment will begin impacting the Project end date and cost is determined by the number of business days between the current date and the Impediment’s Late Date. The fewer the days between the two dates, the greater the potential that the Impediment will impact the Project end date and cost. Accordingly, the Late Date is used to identify and prioritize the Impediments that will impact the Project end date and cost first and to focus team members’ efforts accordingly. Remember, an Impediment is promoted to an Imminent Impediment when its Late Date is ≤ 10 days from the current date. In addition to prioritizing the Impediments, the Late Date allows the development of APPROPRIATE solutions. Often there are several potential solutions to mitigate an Impediment, some more costly than others. If you have a Late Date that is several months out, it is more APPROPRIATE to employ the lower costs solution as there is more time for experimentation. Alternately, if you only have a few days before the Impediment begins impacting your Project end date and cost, it might make sense to throw money at it and make it go away! Remember, when an Impediment becomes an Imminent Impediment, the Project Manager is required to establish an Impediment Assessment no later than close of business the following day.

BUILD THE IMPEDIMENT ASSESSMENT When an Impediment is identified with a Late Date ≤ 10 days from the current date it is considered an Imminent Impediment, and requires the completion of an Impediment Assessment. To complete an Impediment Assessment complete the following steps:

Send an FYI - Approval Requir ed to your Program Manager 

Provide a description of the Impediment that is being promoted to an Imminent Impediment.

Provide the Late Date.

Inform of your intention to complete an Impediment Assessment and your plan to notify the Project Owner via FYI.

Send an FYI – No Action Required to the Pr oject Owner 

Provide a description of the Impediment that is being promoted to an Imminent Impediment.

Provide the Late Date.

Inform of your intention to work with the Project Team to complete an Impediment Assessment by close of business the following day, to ensure completion within the next 24 hours, you will need to schedule the approval meeting with them immediately.

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Schedule the Impediment Mitigation Planning Meeting Schedule a single meeting with the relevant Subject Matter Experts to review the Impediment and determine the mitigation options, constraints and assumptions. When you conclude the meeting you must have ACCOMPLISHED the following: 

Identification of all potential Impediment mitigation options.

Identification of the Assumptions and Constraints associated with each.

The identification of any “known” costs or durations to complete each. These should be nothing more than a Guestimate or SWAG at this time.

Consensus on the BEST mitigation option.

To schedule the Impediment Mitigation Planning Meeting, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Impediment Mitigation Planning Meeting template.

Setup an invite in Outlook for 1 hour and invite the Team members with the subject matter expertise to identify the mitigation options.

Format the subject line as follows: [Project Name] - Impediment Mitigation Planning Meeting

Input a conference room into the location field that you have previously reserved.

Include the following agenda in the meeting request.

Agenda Clearly define the Impediment Clearly define the impact to planned work Identify ALL potential “simple” options to mitigate the Impediment Identify ALL potential “scope-changing” options to mitigate the Impediment Obtain consensus on the most appropriate mitigation Option

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Owner

Time Allotted

P. Manager

10 min

P. Manager

10 min

P. Manager

15 min

P. Manager

15 min

P. Manager

10 min

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Schedule the Impediment Assessment Document Review As time is of the essence be sure to follow up with a phone call after sending the meeting request. Be sure to employ the Single Meeting Approach by making any changes to the Impediment Assessment during the Project Review. When you conclude the meeting, you must have ACCOMPLISHED the following: 

Completed the Impediment Assessment Project Review.

Obtained Program Manager Approval to review the document with the Project Owner.

To schedule the document review, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Impediment Assessment Document Review Meeting template.

Setup an invite in Outlook for 2 hours and invite your Program Manager.

Format the subject line as follows: [Project Name] - Impediment Assessment Document Review

Input the web conference information used for the recurring weekly project review meeting into the location field.

Include the following agenda in the meeting request.

Agenda Complete the Impediment Assessment Document Review Obtain Program Manager approval of the Impediment Assessment for review with the Project Owner

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Owner

Time Allotted

P. Manager

115 min

P. Manager

5 min

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Schedule the Impediment Assessment Approv al Meeting The Impediment Assessment Approval Meeting should be scheduled to occur immediately after the meeting with your Program Manager. Note that the Impediment Assessment will be sent prior to the meeting. As time is of the essence be sure to follow up with a phone call after sending the meeting request. When you conclude the meeting, you must have ACCOMPLISHED the following: 

A briefing of the Imminent Impediment, the proposed solution and the reasons the SOLUTION chosen is the best way to mitigate the Impediments impact on the Project end date and cost.

Approval of the proposed solution.

Approval of a backup solution, or…

Co-Creation of an alternative solution with the Project Owner.

To schedule document approval, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Impediment Assessment Approval Meeting template.

Setup an invite in Outlook for 30 minutes and invite the Project Owner.

Format the subject line as follows: [Project Name] - Impediment Assessment Approval Meeting

Input a conference room or the Project Owners office into the location field that you have previously reserved.

Include the following agenda in the meeting request.

Agenda Brief the Project Owner on the Impediment Assessment and proposed solution. Obtain Approval of the proposed or alternative solution Obtain agreement on the amount of time required to complete the PCA (if necessary)

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Owner

Time Allotted

P. Manager

20 min

P. Manager

5 min

P. Manager

5 min

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Conduct the Mitigation Planning Meeting The Project Manager must work with appropriate project team members first to clearly understand the Impediment and then to determine options for mitigating the Impediment along with the constraints and assumptions associated with the options. Because team members tend to emphasize the impact of a problem and the importance of solving it and are focused on possible solutions, the impact of an Impediment is often mistaken for the Impediment itself. A clear understanding of the Impediment is essential to understanding the Impediment and the solutions that should be considered. Once the cause of the problem is clear, work with the team to determine possible Impediment mitigation options. There are two types of Impediment mitigation options: “simple” or “scope-changing.” The options that are identified may be either or both types, but all should be clearly defined and viable. A “simple” option is an action plan to resolve an Impediment when the impact to cost and schedule is already known or obvious, and that does not require a change to the Project Scope. For such options, the Project Manager should work with the project team to determine the number of business days that will be required to implement the action plan and the resolution date and then assess the impact that carrying out the action plan will have on the project cost and end date. “Scope-changing” options are alternative ways to complete the project that will result in changes to the existing scope. For example, if a product incompatibility is preventing progress and causing an Impediment, a viable option would be to use a different product, significantly changing the project scope. **Key Point: The Project Manager and the project team are not expected to thoroughly plan a scope-changing option and determine its exact duration and cost because doing so would require more time than is available to establish an Impediment Assessment. This information is developed once the Project Owner has approved a solution and authorized the Project Manager to complete a PCA to plan out the implementation of the solution. When a Project Team is working to define the best possible mitigation strategy for an Impediment it is critical that they employ the “Rule of 10”. The rule of 10 requires that the Project team come up with 10 possible solutions for each Impediment. Coming up with 10 solutions will ensure the following: •

The Project Team has truly done their diligence which will allow them to confidently defend the “best” solution they present to their Project Stakeholders.

Eliminate any possibility of missing a game changing solution.

Ensures that there is no question that the Project Owner can ask about “other possibilities” that the Project Manager can’t speak to, because all potential options will have been identified and assessed. This is called “due diligence”.

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Prepare the Impediment Assessment 

Navigate to your Documents > Projects > Project Templates folder and click on the Impediment Assessment template.

Highlight “<Project Name>” at the top of the document and enter the project’s full name.

Enter Overview information. 1. Subject: Enter the name of the Impediment as it appears on the Control Log. 2. Date: Enter the current date. 3. Impediment #: Enter the number of the Impediment on the Control Log. 4. Late Date: Enter the Late Date of the Impediment on the Control Log.

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Description of Impediment: Clearly describe the Impediment and how/why it is affecting the completion of planned work. While doing so it is important to consider the following: A clear description of the Impediment is key to understanding the Impediment and the solutions that should be considered. When completing this section, a common mistake is to describe the impact of the Impediment instead of the Impediment itself, which is the cause of the problem. This is likely the result of how Impediments are identified by and discussed with team members, who tend to emphasize the impact of a problem and the importance of solving it and are focused on possible solutions. Although it is critical to understand and describe the impact and the potential solutions to complete the other sections of the Impediment Assessment, the Project Manager must take the time to understand what the Impediment is and what has caused it to be able to accurately describe it in the Impediment Assessment and to the Project Owner. For example, Delivery Inc. is responsible for delivering servers for a project and has lost the shipment. Due to the lost shipment, the project team cannot install the servers on schedule. A Project Manager might describe the Impediment as follows: Installation of servers is delayed. But this is a description of the result of the Impediment, not of the actual Impediment, and does not provide an understanding of what is causing the problem and, thus, what solutions need to be considered. Instead, the description should address why the server installation is delayed as follows: Delivery Inc. lost servers during shipment. After describing the Impediment, clearly describe any known cost impact of the Impediment with respect to 1. The amount of money that will be spent on resolving the problem instead of making progress on planned work. 2. The amount of money that will be spent on project team members, materials, etc., for each day the project is late, and… 3. Any other monetary consequences associated with resolving the Impediment (i.e., additional hardware, team members, etc.).

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Proposed Solution: Define the proposed Impediment mitigation solution. Because the solution has been provided by the project’s subject matter experts (SMEs), it is an expert recommendation and should be presented as such to the Project Owner. As noted previously, there are two types of solutions – “simple” and “scopechanging” – and either may be proposed. In either case, the solution should be clearly defined and viable. If the solution is a simple action plan with a known impact to the schedule, include the number of business days required to implement the action plan, a resolution date, and an assessment of the impact that carrying out the action plan will have on the project cost and end date. If the solution is a scope-changing alternative to completing the project, it will necessarily result in changes to the Work Plan and require planning and the preparation and approval of a Project Change Assessment (PCA). Accordingly, impact to the project end date and cost will not be available and are not required for this solution type. Even though you will have identified at least 10 possible solutions, only THE SOLUTION that the Project Manager and team feel is the best way to mitigate the Impediment and its impact on the Project end date and cost should be documented and presented. Listing more than one solution may give the impression that you aren’t confident about any of the solutions and want someone else to make the decision. And, since you did your diligence you will be able to communicate alternate solutions if needed. Also, it is very likely that the Project Owner will ask several questions during the Impediment Assessment review that will require the Project Manager to discuss several of the other options. Being able to answer these questions will give the Project Manager and the proposed solution credibility. Remember, anytime a Project Manager is reviewing an Impediment that is likely to impact the Project end date and cost is a high stress situation for the Project Owner. If the Project Manager is going to effectively LEAD the Project Owner through the review, the Project Manager needs to be perceived as decisive and confident about the recommendation being made. Making several recommendations will NOT help!

Solution Constraints: Identify and clearly describe any known constraints to executing the Impediment mitigation solution. Provide appropriate detail for the Project Owner.

Solution Assumptions: Define the assumptions associated with the viability of the Impediment mitigation solution. As the solution is not yet planned, there should be several assumptions. There is an inverse relationship between how much is known about a solution and the number of assumptions that are being made. Accordingly, many assumptions are made when little is known and vice versa.

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Save the Impediment Assessment in your Project eFolder > 3 Impediment Assessments folder using the following naming convention. YYMMDD [Project Name] Impediment Assessment – [Abbreviated Subject].doc For Example: 120108 GISP Impediment Assessment – 6.0 IP Configuration Impediment.doc

Create a PDF of your Impediment Assessment. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Impediment Assessment PDF to your Project eFolder > 3 Impediment Assessments > Impediment Assessment PDF Archive folder using the following naming convention. YYMMDD [Project Name] Impediment Assessment – [Abbreviated Subject].pdf For Example: 120108 GISP Impediment Assessment – 6.0 IP Configuration Impediment.pdf

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Sample Impediment Assessment

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OBTAIN IMPEDIMENT ASSESSMENT APPROVAL Complete the Impediment Assessment Document Review 

As soon as it is completed, email the MS Word version of the Impediment Assessment to your Program Manager, noting that it is the document to be reviewed in the already-scheduled meeting.

Complete the Project Review for the Phase the Project is currently in. With the 24-hour constraint to complete an Impediment Assessment, it is not necessary to complete an entire Project Review in this meeting. Simply complete the review points for the Impediment Assessment and then complete the remainder of the Project Review at the regularly scheduled time. If changes to the Impediment Assessment are required, adhere to the Single Meeting Approach and make them during the meeting. Then save the revised document, changing the date in the document file name as needed, and create a new PDF.

Capture the Program Managers approval of the Impediment Assessment in the meeting minutes.

Complete the Impediment Assessment Approv al Meeting 

Immediately upon receipt of the Program Managers approval, email a PDF of the Impediment Assessment to the Project Owner noting that it is the document to be vetted and approved in the already-scheduled meeting.

Conduct the Impediment Assessment Approval meeting and brief the Project Owner on the content of the document. DO NOT conduct a line-by-line review of the document. Use the document as a guide, but don’t read it to them, just brief the Project Owner on its contents and agree on next steps.

There are only three possible outcomes to this meeting: 1. The Project Owner will approve the solution presented. 2. The Project Owner will select one of the undocumented alternative solutions. 3. The Project Owner will provide the Project Manager with a solution not previously considered by the subject matter experts. 

If the solution selected by the Project Owner requires the completion of a PCA, obtain agreement on the PCA completion date. **Key Point: The Project Manager is only allotted 10 days to complete a PCA, but depending on the complexity of the change, can agree to complete the PCA sooner.

Capture the Approval and next steps in Meeting Minutes.

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CHAPTER 11: MANAGING PROJECT CHANGE

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MANAGING CHANGE OVERVIEW Project changes are inevitable and happen every day. They take many forms, including the following: Unplanned tasks that arise and are logged and managed from the Control Log. Impediments that arise and require re-sequencing of planned work to avoid impact the project end date. The need for new or additional team members. The addition of communication types, and… Changes to a project’s scope, schedule or cost that are requested by the client or that arise because of an Imminent Impediment. This chapter is concerned with those project changes that extend the project’s finish date, increase its cost, and/or require new or changed Objectives, Scope Items or Approach.

Project Change Assessments Changes to a project’s scope, schedule or cost may be driven by an Imminent Impediment – or they may occur because of a client request. Whether the Project Owner selects a mitigation option proposed in an Impediment Assessment or requests a change to the project’s scope independent of an Impediment Assessment, a change is being requested. The Project Manager must plan the requested change and establish a Project Change Assessment (PCA) as quickly as possible and in no more than 10 business days following the request. Work on the requested change must not begin until the PCA has been Established! The PCA exercise serves the following two purposes: Ensures the Project Owner is aware of the impact the requested change will have on the Project end date and cost before committing to it, and… Causes careful evaluation of the need for change due to the time, team members and funds required to plan each change requested. The PCA not only ensures that Project Owners are making educated decisions, but minimizes the amount of change associated with a Project due to the work required to plan each request. When change is driven by an Impediment Assessment… It is critical to the credibility of the PCA that the project team continues to work toward solving the Impediment while the PCA is being developed. When presenting a PCA that will require additional funds or severely delay the original project finish date, the Project Owner will want to know if any progress has been made toward solving the Impediment. If the team has been unable to solve the Impediment with the team members available while the PCA was being developed, the Project Owner will have confidence that an alternate solution is, in fact, necessary.

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As Project documentation is a tool to move the Project forward and an organizations legacy once the Project has been closed, it is not efficient for anyone to have to cull through the Charter and 6 PCA’s to figure out the current or last Project definition. At 120VC, a Project Change Assessment is intended to supersede the project Charter – or a previous PCA – and, like the Charter, it should define the totality of what the project is intended to achieve as well as its Work Breakdown Structure (WBS). Like the WBS in the Charter, the WBS in a PCA is carried forward into the project’s Work Plan. Accordingly, establishment of a PCA includes establishment of a “Change Work Plan” and “Change WBS,” which reflect the changes to the WBS and serve to re-baseline the project schedule. Because changes to scope or schedule are likely to affect the project budget, establishment of a PCA may also include establishment of a “Change Baseline Budget,” which re-baselines the project budget. If a project change requires new or changed project roles or communication types, establishment of the PCA will also include establishment of a Roles Matrix and/or Communication Plan Addendum. As all changes need to be defined and planned when establishing a PCA and the Project Manager is only allotted 10 days to complete the entire process regardless of the scale of the change, this Guideline is a fast tracked and abbreviated version of the processes for Defining the Project, Planning the Project and Establishing a Baseline Budget.

Roles Matrix and Communication Plan Addenda As noted, a project change requiring a PCA may also require new or changed project roles or communication types. If so, a Roles Matrix and/or Communication Plan Addendum must be completed within the same 10 business days allowed for the PCA. The need for new or changed project roles or communication types may also be identified apart from project changes requiring PCRs. When this occurs, a Roles Matrix and/or Communication Plan Addendum must be established within the 5 business days immediately following identification of the need. In either case, unlike a PCA, which supersedes the Charter, Addenda supplement the original Roles Matrix or Communication Plan and include only those roles or communication types that have been added or changed. Establishment of a Roles Matrix Addendum requires approval by the Program Manager and Project Owner and acceptance by and onboarding of those holding the new or changed roles. Establishment of a Communication Plan Addendum requires approval by the Program Manager and Project Owner and acceptance by those affected by the change.

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GATHER THE CHANGE REQUIREMENTS The Project Manager must determine the completion date for the PCA with the Project Owner during the meeting in which the change is requested and capture the completion date as an agreement in the minutes for the meeting. The Project Manager must then enter a task to complete the PCA into the Control Log with the date the request was received as the task’s Start date and the date agreed to for its completion as its Finish date. A PCA for an Impediment mitigation option or for a client request to change project scope must be established as quickly as possible and in no more than 10 business days following the request.

Schedule the Change Planning Meeting Schedule a meeting with all necessary project Team members. When you conclude this meeting, you must have ACCOMPLISHED the following: 

Subject Matter Expert (Contributor) consensus on the changes to the Project Approach.

The identification of the new / changed Assumptions made in the Project Approach.

The identification of the Impediments associated with each new / changed Assumption and a strategy for ensuring each of the potential Impediments do not occur.

The identification of the new / changed Constraints the Project Approach is predicated on.

Answers to all the questions necessary for you to define the new / changed Project Approach, Scope, Assumptions, Impediments and Constraints in your Charter.

The identification of all tasks necessary to complete the new / changed Project Definition.

The development of a conceptual understanding for each of the new tasks.

The identification of the number of hours needed to complete each new task if they were to work on them continuously from start to finish.

The identification of the predecessor / successor relationships for each of the new tasks.

The identification of the project team member assignment for each new task.

** Key Point: Though the intent of this meeting is for the Project Manager to obtain the information necessary to complete the PCA and Change Documents, it is critical that the Project Manager DOES NOT write and refine these items in this meeting. Simply gather the information necessary to accomplish this later. Continue to schedule and conduct Change Planning meetings until all the outlined Accomplishments and each of the Agenda items have been completed. To schedule the Change Planning Meeting, setup a meeting in Outlook as follows:

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Navigate to your Documents > Projects > Outlook Templates folder and click on the Change Planning Meeting template.

Setup an invite in Outlook for 1 - 2 hours depending on the complexity of the changes and invite the Team members (Subject Matter Experts) that will be completing the new tasks.

Format the subject line as follows: [Project Name] - Change Planning Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and contains a white board for use while facilitating the meeting.

Include the following agenda in the meeting request.

Agenda Provide an Overview of the changes requested Facilitate a discussion to define the new / changed Project Approach Facilitate a discussion to identify the new / changed Assumptions Facilitate a discussion to identify the new / changed Impediments and Mitigations Facilitate a discussion to identify the new / changed Constraints Identify the new / changed Tasks necessary to complete the Project. Identify the Work Effort (hours) to complete each new task. Identify the predecessor / successor relationships for each new task (the order). Identify the project team member assignment for each new task. Identify any new External Dependencies & the Project Manager responsible.

Owner

Time Allotted

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

Schedule the Change Vetting Meeting Immediately after scheduling the change planning meeting, schedule the Change Vetting meeting. Invite all Team members and Functional Mgr. affected by the change and attempt to meet with as many of them at one time as possible. Ideally the Change Vetting will occur with all the Team members and their Functional Mgr. to ensure consensus prior to completing the documents and obtaining Program Manager and then Project Owner approvals. Note that the PCA and all associated documents will be sent prior to the meeting. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

Consensus from the Functional Mgr. and Team members that the Tasks, Schedule and Project team member assignments in the Change Work Plan are correct.

Consensus from the Functional Mgr. and Team members on the Project Schedule in the Change Work Plan.

Acceptance from the Functional Mgr. and Team members of any Roles Matrix Addendum and/or Communication Plan Addendum.

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Continue to schedule and conduct Change Vetting meetings until all of the outlined Accomplishments and all Agenda items have been completed. To schedule the Change Vetting meetings, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Change Vetting Meeting template.

Setup an invite in Outlook for 1 - 2 hours depending on the complexity of the Project and invite the Team members (Subject Matter Experts) that will be completing the assigned tasks.

Format the subject line as follows: [Project Name] - Change Vetting Meeting

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and contains a white board for use while facilitating the meeting.

Include the following agenda in the meeting request.

Agenda Obtain agreement that all of the new tasks required to accomplish the Project are accounted for. Obtain agreement from the assigned Contributor that the durations for the new tasks are correct. Obtain agreement from the assigned Contributor that the predecessor / successor relationships for each new task (the order) are correct. Obtain agreement from the assigned Contributor that the project team member assignment for each new task is correct. Obtain agreement from the assigned Project Manager that the new External Dependencies & the Project Manager assigned is correct. Review and obtain a commitment to the new Project Schedule from Functional Mgr. for their Team members, refine the schedule if necessary. Review and obtain acceptance of the Roles Matrix and Communication Plan Addenda, refine if necessary.

Owner

Time Allotted

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager

Mtg. Duration

P. Manager P. Manager

Mtg. Duration Mtg. Duration

Schedule the PC A Document Rev iew Immediately after scheduling the change vetting meeting, schedule the PCA Document Review. When meeting with the Program Manager to obtain approval of the PCA, the Project Manager applies the Single Meeting Approach by making any required changes during the Project Review. Note that the PCA and all associated documents will be sent prior to the meeting. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

Program Manager approval of the PCA

Program Manager approval of the Change Work Plan

Program Manager approval of the Change Baseline Budget

Program Manager approval of any Roles Matrix and/or Communication Plan Addenda required by the change

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To schedule this document review, you will send your Program Manager a distinct invite coinciding with one of the recurring weekly project reviews that you scheduled previously. To schedule the document review, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the PCA Document Review Meeting template.

Setup an invite in Outlook for 2 hours and invite your Program Manager.

Format the subject line as follows: [Project Name] - PCA Document Review

Input the web conference information used for the recurring weekly project review meeting into the location field.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Provide a project update to the Program Manager

P. Manager

15 min

Complete the PCA Document Review

P. Manager

100 min

P. Manager

5 min

Obtain Program Manager approval of the PCA for review with the Project Owner and Executive Stakeholders

**Note: The documents to be reviewed need to be sent to your Program Manager for review no later than start of business the day prior to the document review.

Schedule the PC A Appr oval Meeting Immediately after scheduling the PCA Project Review, schedule an approval meeting with the Project Owner and Executive Stakeholders. Note that the PCA and all associated documents will be sent prior to the meeting. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

Project Owner approval of the PCA

Project Owner approval of the schedule in the Change WBS

Project Owner approval of the Change Baseline Budget

Project Owner approval of any Roles Matrix and/or Communication Plan Addenda required by the change

To schedule document approval, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the PCA Approval Meeting template.

Setup an invite in Outlook for 1 – 2 hours depending on the complexity of the Change and invite the Project Owner and any Executive Stakeholders.

Format the subject line as follows: [Project Name] - PCA Approval Meeting

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Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and allow for the use of a projector to review the PCA and Change Documents and make any necessary changes during the meeting.

Include the following agenda in the meeting request.

Agenda Complete a final review of the PCA and Change Documents Obtain Signature of Approval from the Project Owner Obtain Signature of Acceptance from the Executive Stakeholders

Owner

Time Allotted

P. Manager

55 min

P. Manager

5 min

P. Manager

5 min

Schedule the Change Review Meeting Immediately after you have scheduled the approval vetting meeting, schedule the Change Review Meeting to occur as soon as possible and no later than close of business the day after the PCA Approval meeting. Invite everyone with a role on the Roles Matrix, including the Project Owner and Executive Stakeholders. Note that the PCA and all associated documents will be sent prior to the meeting. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

Review of the current and next period work on the highlighted Work Plan.

Acceptance of the PCA from anyone with a role on the Roles Matrix.

To schedule the Change Review meeting, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Change Review Meeting template.

Setup an invite in Outlook for 1 hour and invite the Project Owner, any Executive Stakeholders, Functional Mgr. and Team members.

Format the subject line as follows: [Project Name] - Change Review Meeting

Input a conference room into the location field that you have previously reserved that will accommodate the number of expected participants and allow for the use of a projector to review the Change Work Plan w/ highlights.

Include the following agenda in the meeting request.

Agenda Perform a complete review of the current and next period work in the Approved Change Work Plan w/ Project Team Review any changes to the Roles Matrix and Communication Plan Answer questions to ensure the Project Team is clear on the tasks assigned, their start dates and the changes to the Roles Matrix and Communication Plan Obtain Signature of acceptance from the Functional Mgr. & Team members

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Owner

Time Allotted

P. Manager

30 min

P. Manager

10 min

P. Manager

10 min

P. Manager

10 min

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Plan the Project Change Starting with the meeting in which the Project Owner provides direction in response to an Impediment Assessment or requests a change to project scope, the Project Manager would plan the Project Change as follows: 

Interview the Project Owner (or the person requesting the change) and complete a mini Project Owner interview as outlined in Chapter 3: First Day Instructions.

If the changes to the Objectives and Benefits are significant enough to warrant Executive Stakeholder consensus, then the Project Manager would schedule a Change Planning Meeting with the Project Owner and Executive Stakeholders to achieve that. This meeting would be like the Executive Stakeholder Commencement Meeting described in Chapter 6: Establishing the Planning Schedule.

Conduct Change Planning Meetings with the Functional Mgr. and Team members to define changes to the Approach, Scope, Assumptions, Impediments and Constraints in the Charter for documentation in the PCA. This exercise is like the Project Team Commencement Meeting described in Chapter 6: Establishing the Planning Schedule.

Identify the necessary tasks for addition to the Change Work Plan. This exercise is like the Work Plan Step 1 meeting described in Chapter 8: Planning the Project.

Vet the Change Work Plan with the Functional Mgr. and Team members. This exercise is like the Work Plan Step 2 – 3 meetings described in Chapter 8: Planning the Project.

After the Change Work Plan, Roles Matrix and Communication Plan Addenda (if necessary) are complete, the Project Manager would: 

Complete a Change Baseline Budget, and…

Complete the PCA

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BUILD THE PROJECT CHANGE ASSESSMENT Prepare the Project Change Assessment 

Navigate to your Documents > Projects > Project Templates folder and click on the Project Change Assessment template.

Highlight “<Project Name>” at the top of the document and enter the project’s full name.

Enter the Change Assessment Data. 1. Change ID: Enter “CID” followed by the date that the Impediment Assessment was established or the request to change project scope was made in YYMMDD format.

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2. Date: Enter the finish date that you listed for establishing the PCA in the project Control Log. As noted, the date should be as soon as possible and no more than 10 business days from the request. 3. Impediment #: If the PCA is the result of an established Impediment Assessment, enter the number of the Impediment from the Control Log that was previously entered on the Impediment Assessment. If the PCA is the result of a request, enter “NA.” 4. Initiator: Enter the name of the person who provided direction on the Impediment Assessment or who requested the change to the project. 5. Change Type: Double-click on the box for “Imminent Impediment” if the PCA is the result of an established Impediment Assessment, “Change to Requirements” if a change to one or more existing requirements has been made, or “New/Deleted Requirement” if the requestor has requested the addition or deletion of a requirement. 

Prepare the Description and Impact of Change Section With the completion of the Change Work Plan and Change Baseline Budget, the impact to schedule and cost can be assessed and the Description & Impact of Change section of the PCA can be prepared. Compare the project finish dates in the Change Work Plan and the established Work Plan and then compare the total project cost in the Change Baseline Budget and the established Baseline Budget. Succinctly state the following: 1. If the change is due to a request, state what was requested and by whom; if it is the result of a project Impediment, state the Impediment, the mitigation option selected/direction given, and by whom. 2. State the total impact to the project duration and/or cost.

Prepare the Revised Overview & Scope sections of the PCA As noted above, a Project Change Assessment is intended to supersede the project Charter and NOT to address a change in isolation. Accordingly, all information from the Charter should be restated in the PCA and updated, as needed, to reflect the change being requested. Copy the appropriate sections of the Charter into the PCA. Edit the copied text, adding and removing content as needed to reflect the change. Be sure to use the “text highlight” tool to highlight the sections in the PCA that have changed since the Charter or last PCA was established. This step will make review and approval of the PCA much faster.

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Save the Project Change Assessment 

Create a folder in your Project eFolder > 1 Project Plan > PCA Archive folder using the following naming convention. CIDYYMMDD For Example: CID120509

Save the PCA in your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. YYMMDD [Project Name] PCA CIDYYMMDD.doc For Example: 120513 GISP PCA CID120509.doc **Note: Delete any previous drafts.

Ensure Project Review Checklist compliance. 1. Before publishing the PCA to your Program Manager, review the PCA points in the PCA Project Review checklist to ensure that the benefits of the exercise have been realized and that your deliverables are crisp. 2. In addition, check the PCA against the sample PCA in this chapter. If it doesn’t look exactly the same, go back and edit the document until it matches the example.

Create a PDF of your PCA. 1. Navigate to File > Print and select the Adobe PDF printer. Print the PCA PDF to your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. YYMMDD [Project Name] PCA CIDYYMMDD.pdf For Example: 120513 GISP PCA CID120509.pdf **Note: Delete any previous drafts.

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Sample Project Change Assessment

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BUILD THE CHANGE DOCUMENTS Prepare the Change Work Plan 

Create a copy of the up-to-date project Work Plan in your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. YYMMDD [Project Name] Work Plan CIDYYMMDD.mpp For Example: 120513 GISP Work Plan CID120509.mpp **Note: Once the PCA and Change Work Plan are approved, the Change Work Plan will be saved in your Project eFolder > 1 Project Plan folder. However, a copy will remain in your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder for posterity.

Prepare the Change Work Plan according to the 120VC Work Plan Rules outlined in Chapter 8.

Create a PDF of your Change Work Plan. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Change Work Plan PDF to your Project eFolder > 1 Project Plan > Work Plan PDF Archive folder using the following naming convention. YYMMDD [Project Name] Work Plan CIDYYMMDD.pdf For Example: 120513 GISP Work Plan CID120509.pdf **Note: Once the PCA and Change Work Plan are approved, you will rebaseline the project and overwrite “baseline” with the approved PCA version.

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Prepare the Roles Matr ix Addendum 

Create a copy of the up-to-date Roles Matrix in your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. [YYMMDD] [Project Name] Roles Matrix CIDYYMMDD.doc For Example: 120121 GISP Roles Matrix CID120509.doc **Note: If the change is associated with a PCA, use the same CID as the PCA. If not, create a Change ID by entering “CID” followed by the date that the request to change the project team member was identified in YYMMDD format

Update the Header in the document to read “Project Name Roles Matrix Addendum CIDYYMMDD” For Example: GLOBAL INFORMATION SECURITY PROJECT ROLES MATRIX ADDENDUM CID140509

Add/remove project team members to align with the change according to the instruction in Chapter 8: Planning the Project.

Create a PDF of your Roles Matrix Addendum 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Roles Matrix Addendum PDF to your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. [YYMMDD] [Project Name] Roles Matrix CIDYYMMDD.pdf For Example: 120121 GISP Roles Matrix CID120509.pdf

**Note: If the Roles Matrix Addendum is not associated with a PCA, but simply a project team member change or addition to the Project, simply create an A & A form for the Roles Matrix Addendum and establish the document within 1 status reporting period from the identification of the change.

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Sample Roles Matrix Addendum

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Prepare the Communication Plan Addendum 

Create a copy of the up-to-date Communication Plan in your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. [YYMMDD] [Project Name] Communication Plan CIDYYMMDD.doc For Example: 120121 GISP Communication Plan CID120509.doc **Note: If the change is associated with a PCA, use the same CID as the PCA. If not, create a Change ID by entering “CID” followed by the date that the request to change the project team member was identified in YYMMDD format

Update the title in the document to read “Communication Plan Addendum CIDYYMMDD” For Example: COMMUNICATION PLAN ADDENDUM CID120509

Insert or delete rows as needed and enter any client- or project-specific communication types along with the owner, audience, PURPOSE, methods, and frequency for each type being added.

Verify that all of the 120VC Communication Plan Rules have been properly applied.

Create a PDF of your Communication Plan Addendum 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Communication Plan Addendum PDF to your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. [YYMMDD] [Project Name] Communication Plan CIDYYMMDD.pdf For Example: 120121 GISP Communication Plan CID120509.pdf

**Note: If the Communication Plan Addendum is not associated with a PCA, but simply a communication type change or addition, simply create an A & A form for the Communication Plan Addendum and establish the document within 1 status reporting period from the identification of the change.

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Sample Communication Plan Addendum

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Prepare the Change Baseline Budget 

Create a copy of the Budget Reports file and save it in your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. [YYMMDD] [Project Name] Budget Reports CIDYYMMDD.xls For Example: 120515 GISP Budget Reports CID120509.xls

Review the Change Work Plan and identify the changes to the cost of the project that result from the changes to scope and/or schedule.

Add any new items required by the change and/or update amounts in the Baseline Budget column for existing items as needed.

Create a PDF of your Change Budget Reports. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Change Budget Reports PDF to your Project eFolder > 2 Accounting > Budget Reports PDF Archive folder using the following naming convention. YYMMDD [Project Name] Budget Reports CIDYYMMDD.pdf For Example: 120515 GISP Budget Reports CID120509.pdf

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Prepare the Change WBS While the project schedule contained in the Work Plan must be approved by both the Program Manager and Project Owner, the Work Plan is far more detailed than is appropriate for presentation to the Project Owner and Executive Stakeholders. Accordingly, once the Work Plan is finalized, the WBS for Manage/Control and Closure must be prepared and approved by your Program Manager. It can then be used to review the project schedule at an appropriate level of detail with and obtain approval from the Project Owner. 

Open the work plan and format the document. 1. Select the “120VC WBS Print View”. 2. Navigate to the View tab > Outline and select Outline Level 3. 3. While still on the View Tab select the “120VC Current and Next Period Tasks” filter from the “Highlight” drop down menu. When prompted, input the project “start date” and then the date of the “Friday after next”.

Create a PDF of your Change WBS. 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Change WBS PDF to your Project eFolder > 1 Project Plan > WBS PDF Archive folder using the following naming convention. YYMMDD [Project Name] WBS CIDYYMMDD.pdf For Example: 120515 GISP WBS CID120509.pdf

Prepare the PCA Appr oval & Acceptance Form 

Navigate to your Documents > Projects > Project Templates folder and click on the A&A Form template.

Project Name: Input the Project Name.

Document Name: Input “PCA”.

Program Manager Approval: Include enough lines in this subsection for the signature of the Program Manager as well as additional lines for use in the event of personnel changes during the project.

Project Owner Approval: Include enough lines in this subsection for the signature of the Project Owner as well as additional lines for use in the event of personnel changes during the project.

Acceptance: Include enough lines in this subsection for the signatures of the Executive Stakeholders, Project Manager, Functional Mgr. and Team members as well as additional lines for Project Team members who may be added during the project.

**Note: There is no need to input the names or titles of those you are seeking approval / acceptance from. They can be written in at time of signature. 180102 120VC PM Guidebook v 5.0 Chapter 11: Managing Project Change

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Save the A & A Form in your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. [YYMMDD] [Project Name] PCA CIDYYMMDD A&A.doc For Example: 120515 GISP PCA CID120509 A&A.doc

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OBTAIN PCA APPROVAL AND ACCEPTANCE Complete the PC A Document Rev iew Meeting 

Email the MS Project version of the Change WBS and Work Plan and the MS Word version of the PCA, Roles Matrix and Communication Plan Addenda to your Program Manager no later than start of business the day prior to the meeting.

Complete a PCA Document Review Meeting.

If changes are required, adhere to the Single Meeting Approach and make them during the meeting. Then save the revised document, changing the date in the document file name as needed, and create a new PDF.

Request Program Manager Approval of the PCA and Change documents. Once the Project Review is complete and the Program Manager has conveyed verbal approval of the document, prepare an email to capture the Program Managers electronic approval. 1. Address an email to your Program Manager. 2. Subject: FYI - Approval Required: [Project Name] PCA. 3. Body: Please respond with your approval of the attached PCA and Change Documents for use and submission for Project Owner approval. 4. Attach the PCA and Change Document PDF’s to the email.

Create the Approved PCA PDF. 1. Print the Program Managers email reply w/ approval to PDF. 2. Annotate the Printed A & A form to reflect receipt of Program Manager Approval via email (See sample Approved Charter PDF in Chapter 10 for an example of how to complete the annotation). 3. Scan the A & A form to PDF and save to your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. [YYMMDD] [Project Name] Approved PCA CIDYYMMDD.pdf For Example: 120515 GISP Approved PCA CID120509.pdf 4. Open the recently created Approved PCA PDF and insert the following PDF documents after the A & A form in the following order. •

The Program Managers email reply w/ approval.

PCA

The Roles Matrix Addendum.

The Communication Plan Addendum.

The Change Work Plan.

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5. Check the Approved PCA PDF layout against the sample Approved Charter PDF in Chapter 10: Defining the Project. 6. Click Save 

Capture the Program Managers approval of the PCA and Change Documents in meeting minutes.

Complete the PC A Appr oval Meeting 

Email the PDF of the PCA, Change WBS, Roles Matrix and Communication Plan Addenda to the Project Owner and Executive Stakeholders.

Conduct a review of the Change Request Data, the Description & Impact of Change and the highlighted changes in the Overview and Scope section of the PCA.

Conduct a review of any start and finish date changes to the Project, Objectives & Scope Items in the WBS

Review the Roles Matrix and Communication Plan

Manage the meeting to ensure that you obtain approval before it concludes. **Key Point: Don’t make requested changes to the document in the meeting. Document revisions can be time consuming, get in the way of successfully completing the approval meeting and ultimately slow the completion of the project. Capture requested changes in the meeting notes and published via meeting minutes.

Obtain Project Owner Approval. Assure the Project Owner that their requested changes will be published via meeting minutes and then completed. Request their approval of the document pending the changes and obtain an approval signature to avoid a future meeting.

Obtain acceptance from the Executive Stakeholders, indicating their consensus with the Project Owner and that they have reviewed the documents, understand them, and will lend their support to the project as needed to ensure its success.

Once you have obtained acceptance from the Executive Stakeholders, sign in the Acceptance section yourself.

Capture the approval and acceptances as agreements in meeting minutes.

Vet requested changes to the Charter with your Program Manager. Capture the Program Managers approval of the revised document in meeting minutes.

Incorporate the approval and acceptances received or changes made to the PCA and Change Documents in the meeting into your Approved PCA PDF.

Obtain electronic approval or acceptance from anyone that was not in attendance prior to the Kick-Off Meeting and incorporate them into the Approved PCA PDF.

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Complete the Ch ange Review Meeting 

After obtaining the requisite approvals and incorporating any requested changes, email the updated Approved PCA PDF to the rest of the Project Team. List any changes made in the Approval meeting in the email, and request that they review the documents prior to the meeting. Be sure to note that the PURPOSE of the meeting is to review the documents and answer questions to ensure the teams understanding; go over current and next period tasks and obtain their final acceptance of the PCA. **Key Point: Although approval will have been obtained, the Change Review meeting should include the Project Owner and Executive Stakeholders so that they can support the change process.

At the beginning of the meeting it is important to frame its purpose with the team. Remind the team that the Charter is approved, that the PURPOSE of this meeting is to review its content, answer questions to ensure clarity and then begin planning the work. Questions should focus on developing a comprehensive understanding of the Project Definition and not on refining the document.

Conduct a review of the Change Request Data, the Description & Impact of Change and the highlighted changes in the Overview and Scope section of the PCA PDF.

Conduct a line-by-line review of the highlighted current and next period work in the Change Work Plan PDF,

Any changes to the Roles Matrix and Communication Plan Addenda PDF,

Obtain acceptance on the PCA Approval & Acceptance from the Project Team, indicating that they have reviewed the documents, understand them, and will comply with their intent.

Capture the acceptances as an agreement in meeting minutes.

Update the Approved PCA PDF with the current A & A form.

Request Acceptance of the Planning Documents from Project Team members not present in the meeting. Prepare an email to capture electronic acceptance.

1. Address an email to the Project Team members not present in the meeting. 2. Subject: Acceptance Required: [Project Name] PCA 3. Body: The attached PCA has been approved by the Project Owner for use. Please respond with your acceptance and acknowledgment that you understand it and will comply with its intent. 4. Attach the most recent Approved PCA PDF to the email. **Key Point: The PCA and Change Documents must be completely Established by close of business 3 days following the Change Review Meeting. If a team member does not respond to the request by the end of the first 24-hour period, undertake a "5 by 5" during the next 24 hours to ensure that all acceptances are obtained from all parties within the allotted 3 days. 180102 120VC PM Guidebook v 5.0 Chapter 11: Managing Project Change

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Once all approvals and acceptances have been obtained, update and finalize the Approved PCA PDF by annotating the A & A form with all electronic acceptances, scanning and incorporating both the A & A form and each electronic approval / acceptance into the Approved PCA PDF. When the document is complete and ready for Program Manager Review it should contain… 1. An A & A Form with a signature or annotation for electronic approval / acceptance from the Program Manager, Project Owner, Executive Stakeholders, Functional Mgr. and Team members (the entire Project Team). 2. An email indicating electronic approval / acceptance from anyone indicated by an annotation on the A & A form in the order indicated on the A & A form. 3. The PCA and Change Documents that were approved / accepted

Save the Approved PCA PDF in your Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD folder using the following naming convention. [YYMMDD] [Project Name] Approved PCA CID120509.pdf For Example: 120515 GISP Approved PCA CID120509.doc **Note: The document should be dated exactly as the last MS Word version of the PCA.

Delete any previous versions of the document.

Publish the Approved PCA PDF to the Project Team establishing the documents for use.

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CHAPTER 12: CLOSING THE PROJECT

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CLOSING THE PROJECT OVERVIEW The Closure phase is a transitional period that occurs during the final five days of the Project, while managing the remaining project work. The phase is used to close the project and ensure its proper turnover to the customer for ongoing maintenance. The key project management deliverables of the Closure phase are the Closure Document, which summarizes project accomplishments and lists whatever tasks remain open at project close along with the responsible parties; the Final Project Status and Budget Reports. A number of meetings must occur during the Closure phase. The Project Manager must meet with the Program Manager to have the Closure Document Review on the first day of the Closure phase. The Project Manager must then meet with the Project Owner to vet the approved Closure Document, determine the disposition of any tasks likely to be open at project close, and identify anything additional that the Project Owner would like to have completed or communicated during the project’s Closure phase. Once project work has been completed, the Project Manager finalizes all documents and publishes the Final Project Status and Budget Reports. The Project Manager then conducts the Turnover meeting to review the Closure Document and obtains approval and acceptance from the Project Owner, Executive Stakeholders, and the Functional Mgr. and Team members assigned turnover items. The Project Manager then finalizes the project documentation and meets with the Program Manager for the Final Project Review. After the Final Project Review the Project Manager turns over the Project eFolder to the client.

SCHEDULE THE CLOSURE MEETINGS A number of meetings must occur during the Closure phase, starting with the Closure Document Review on the first day of the phase. To ensure that all Closure phase activities are completed within the 5 business days allowed, all of the meetings must be scheduled before the first of these meetings occurs and, therefore, before the Closure phase actually begins. Therefore, efficient scheduling of the meetings is essential and is best accomplished in one sitting as described below. Remember, if you wait… You will be late!

Schedule the Closure Document Review Schedule the Closure Document Review meeting to occur on the first day of Closure. When meeting with the Program Manager to obtain approval of the Closure Document, the Project Manager applies the Single Meeting Approach by making any required changes during the Project Review. Note that the Closure Document and all associated documents will be sent prior to the meeting. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

The Closure Document Review.

Program Manager approval of the Closure Document.

To schedule the document review, setup a meeting in Outlook as follows:

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Navigate to your Documents > Projects > Outlook Templates folder and click on the Closure Document Review template.

Setup an invite in Outlook for 2 hours and invite your Program Manager.

Format the subject line as follows: Closure Document Review – [Project Name]

Input the web conference information used for the recurring weekly project review meeting into the location field.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Provide a project update to the Program Manager

P. Manager

15 min

Complete the Closure Document Review

P. Manager

100 min

P. Manager

5 min

Obtain Program Manager approval of the Closure Document for review with the Project Owner and Executive Stakeholders

**Note: The document to be reviewed needs to be sent to your Program Manager for review no later than start of business the day prior to the document review.

Schedule the Closure Document Approval Meeting Immediately after scheduling the Closure Document Review meeting, schedule the Closure Document Approval meeting with the Project Owner, Executive Stakeholders and your Program Manager to occur immediately after the meeting with your Program Manager. Note that the Closure Document will be sent prior to the meeting. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

Review of the Closure Document with the Project Owner and Executive Stakeholders.

Determined the assignment of any tasks likely to be open at project close.

Review the Budget Reports for final budget status, disposition of un-invoiced item receipts and unpaid invoices.

Identified any additional items to be completed or communicated during the Closure phase.

Identify any additional agenda items for the Turnover meeting.

Obtained Approval from the Project Owner and Acceptance from the Executive Stakeholders.

To schedule document approval, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Closure Document Approval template.

Setup an invite in Outlook for 1 – 2 hours depending on the complexity of the Project and invite the Project Owner, any Executive Stakeholders and your Program Manager.

Format the subject line as follows:

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Closure Document Approval Meeting – [Project Name] 

Input a conference room into the location field that you have previously reserved, that will accommodate the number of expected participants and allow for the use of a projector to review the PCA and Change Documents and make any necessary changes during the meeting.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Complete a final review of the Closure Document

P. Manager

25 min

Complete a final review of the Budget Report

P. Manager

25 min

Obtain Signature of Approval from the Project Owner Obtain Signature of Acceptance from the Executive Stakeholders

P. Manager

5 min

P. Manager

5 min

Schedule the Turnover Meeting Immediately after scheduling the final project review meeting with the Project Owner, schedule the Turnover meeting to occur immediately following the scheduled completion of the final project tasks. The meeting must include the Project Owner, Executive Stakeholders, the Team members who will be receiving turnover items, and their Functional Mgr. Note that the Closure Document will be sent prior to the meeting. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

Review of the Closure Document.

Acceptance of the Closure Document.

To schedule the Turnover meeting, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Turnover Meeting template.

Setup an invite in Outlook for 1 hour and invite the Project Owner, any Executive Stakeholders, Team members receiving turnover items and their Functional Mgr.

Format the subject line as follows: Turnover Meeting – [Project Name]

Input a conference room into the location field that you have previously reserved that will accommodate the number of expected participants and allow for the use of a projector to review the Change Work Plan w/ highlights.

Include the following agenda in the meeting request.

Agenda Perform a complete review of the Closure Document Answer questions to ensure Functional Mgr. and Team members are clear on the turnover items assigned Obtain Signature of acceptance from the Functional Mgr. & Team members

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Owner

Time Allotted

P. Manager

30 min

P. Manager

20 min

P. Manager

10 min

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Schedule the Fin al Pr oject Review Schedule the Final Project Review meeting to occur after the Turnover meeting. When the meeting concludes the Project Manager must have ACCOMPLISHED the following: 

The Final Project Review.

Program Manager approval of the final project documentation.

To schedule the Final Project Review, setup a meeting in Outlook as follows: 

Navigate to your Documents > Projects > Outlook Templates folder and click on the Final Project Review template.

Setup an invite in Outlook for 2 hours and invite your Program Manager.

Format the subject line as follows: Final Project Review – [Project Name]

Input the web conference information used for the recurring weekly project review meeting into the location field.

Include the following agenda in the meeting request.

Agenda

Owner

Time Allotted

Provide a project update to the Program Manager

P. Manager

15 min

Complete the Final Project Review

P. Manager

100 min

P. Manager

5 min

Obtain Program Manager approval of the final Project documentation

BUILD THE CLOSURE DOCUMENT Prepare the Closure Document 

Navigate to your Documents > Projects > Project Templates folder and click on the Closure Document template.

Click on the red line and click [Delete] to delete the comment.

Highlight “<Project Name>” at the top of the document and enter the project’s full name.

Complete the Scope Delivered section Enter all of the Objectives and Scope Items listed in the In Scope section of the Charter or most recent Project Change Assessment (PCA) that will be completed by project close in the Scope Delivered section. Each Objective should be bold and followed by a bulleted list of the Scope Items required to achieve it that have been completed.

Complete the Turnover Items section Review the Work Plan and Control Log and identify any tasks and Impediments that are likely to remain open at project close.

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Enter each of those tasks and Impediments into the Turnover Items section of the Closure Document along with the project team member responsible for completing them 

Save the Closure Document in your Project eFolder > 1 Project Plan folder using the following naming convention. [YYMMDD] [Project Name] Closure Document.doc For Example: 121016 GISP Closure Document.doc

Create a PDF of your Closure Document 1. Navigate to File > Print and select the Adobe PDF printer. 2. Print the Closure Document PDF to your Project eFolder > 1 Project Plan folder using the following naming convention. [YYMMDD] [Project Name] Closure Document.pdf For Example: 121016 GISP Closure Document.pdf

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Sample C losure Document

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Prepare the Closure Document A & A For m 

Navigate to your Documents > Projects > Project Templates folder and click on the A&A Form template.

Project Name: Input the Project Name.

Document Name: Input “Closure Document”.

Program Manager Approval: Include enough lines in this subsection for the signature of the Program Manager.

Project Owner Approval: Include enough lines in this subsection for the signature of the Project Owner.

Acceptance: Include enough lines in this subsection for the signatures of the Executive Stakeholders, Project Manager, Functional Mgr. and Team members.

**Note: There is no need to input the names or titles of those you are seeking approval / acceptance from. They can be written in at time of signature. 

Save the A & A Form in your Project eFolder > 1 Project Plan folder using the following naming convention. [YYMMDD] [Project Name] Closure Document A&A.doc For Example: 121016 GISP Closure Document A&A.doc

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OBTAIN CLOSURE DOCUMENT APPROVAL AND ACCEPTANCE Complete the C losure Document Review Meeting 

Email the MS Word version of the Closure Document to your Program Manager no later than start of business the day prior to the meeting.

Complete a Closure Document Review Meeting. If changes are required, adhere to the Single Meeting Approach and make them during the meeting. Then save the revised document, changing the date in the document file name as needed, and create a new PDF.

Request Program Manager Approval of the Closure Document. Once the Project Review is complete and the Program Manager has conveyed verbal approval of the document, prepare an email to capture the Program Managers electronic approval. 1. Address an email to your Program Manager. 2. Subject: FYI - Approval Required: [Project Name] Closure Document. 3. Body: Please respond with your approval of the attached Closure Document for use and submission for Project Owner approval. 4. Attach the Closure Document PDF to the email.

Create the Approved Closure Document PDF. 1. Print the Program Managers email reply w/ approval to PDF. 2. Annotate the Printed A & A form to reflect receipt of Program Manager Approval via email. 3. Scan the A & A form to PDF and save to your Project eFolder > 1 Project Plan folder using the following naming convention. [YYMMDD] [Project Name] Approved Closure Document.pdf For Example: 121016 GISP Approved Closure Document.pdf 4. Open the recently created Approved Closure Document PDF and insert the following PDF documents after the A & A form in the following order. •

The Program Managers email reply w/ approval.

Closure Document.

5. Check the Approved Closure Document PDF layout against the sample Approved Charter PDF in Chapter 10: Defining the Project 6. Click Save 

Capture the Program Managers approval of the Closure Document in meeting minutes.

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Complete the C losure Document Approv al Meeting 

Email the Approved Closure Document PDF to the Project Owner and Executive Stakeholders.

Conduct a review of the Closure Document.

Determined the assignment of any tasks likely to be open at project close.

Review the Budget Reports for final budget status, disposition of un-invoiced item receipts and unpaid invoices.

Identify any additional items to be completed or communicated during the Closure phase.

Identify any additional agenda items for the Turnover meeting.

Manage the meeting to ensure that you obtain approval before it concludes. **Key Point: Don’t make requested changes to the document in the meeting. Document revisions can be time consuming, get in the way of successfully completing the approval meeting and ultimately slow the completion of the project. Capture requested changes in the meeting notes and published via meeting minutes.

Obtain Project Owner Approval. Assure the Project Owner that their requested changes will be published via meeting minutes and then completed. Request their approval of the document pending the changes and obtain an approval signature to avoid a future meeting.

Obtain acceptance from the Executive Stakeholders, indicating their consensus with the Project Owner and that they have reviewed the document and understand it.

Once you have obtained acceptance from the Executive Stakeholders, sign in the Acceptance section yourself.

Capture the approval and acceptances as agreements in meeting minutes.

Vet requested changes to the Charter with your Program Manager. Capture the Program Managers approval of the revised document in meeting minutes.

Incorporate the approval and acceptances received or changes made to the Closure Document in the meeting into your Approved Closure Document PDF.

Obtain electronic approval or acceptance from anyone that was not in attendance prior to the Turnover Meeting and incorporate them into the Approved Closure Document PDF.

Complete the Tur nover Meeting 

After obtaining the requisite approvals and incorporating any requested changes, email the updated Approved Closure Document PDF to the rest of the Project Team, noting that it is the Owner-approved document to be vetted and accepted in the already-scheduled Turnover meeting.

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Be sure to note that the PURPOSE of the meeting is to review the document and answer questions to ensure the teams understanding of the items being turned over to them at Project Closure. **Key Point: Although approval will have been obtained, the Turnover meeting should include the Project Owner and Executive Stakeholders so that they can support Project Closure. 

Review the Closure Document PDF and obtain acceptance from the Executive Stakeholders, Team members assigned turnover items and their Functional Mgr.

Capture the acceptances as an agreement in meeting minutes.

Update the Approved Closure Document PDF with the current A & A form.

Request Acceptance of the Closure Document from Team members and Functional Mgr. not present in the meeting that are assigned closure items. Prepare an email to capture electronic acceptance. 1. Address an email to the Project Team members not present in the meeting. 2. Subject: Acceptance Required: [Project Name] Closure Document 3. Body: The attached Closure Document has been approved by the Project Owner for use. Please respond with your acceptance and acknowledgment that you understand it and will comply with its intent. 4. Attach the most recent Approved Closure Document PDF to the email. **Key Point: The Closure Document must be completely Established by close of business 3 days after the Turnover Meeting. If a team member does not respond to the request by the end of the first 24 hour period, undertake a "5 by 5" during the next 24 hours to ensure that all acceptances are obtained from all parties within the allotted 3 days.

Once all approvals and acceptances have been obtained, update and finalize the Approved Closure Document PDF by annotating the A & A form with all electronic acceptances, scanning and incorporating both the A & A form and each electronic approval / acceptance into the Approved Closure Document PDF. When the document is complete and ready for Program Manager Review it should contain… 1. An A & A Form with a signature or annotation for electronic approval / acceptance from the Program Manager, Project Owner, Executive Stakeholders, Team members being assigned turnover items and their Functional Mgr. 2. An email indicating electronic approval / acceptance from anyone indicated by an annotation on the A & A form in the order indicated on the A & A form. 3. The Closure Document that was approved / accepted

Save the Approved Closure Document PDF in your Project eFolder > 1 Project Plan folder using the following naming convention. [YYMMDD] [Project Name] Approved Closure Document.pdf

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For Example: 120515 GISP Approved Closure Document.doc **Note: The document should be dated exactly as the last MS Word version of the Closure Document. 

Delete any previous versions of the document.

Publish the Approved Closure Document PDF to the Project Team establishing the document and closing the Project.

FINALIZING PROJECT DOCUMENTATION Publish the Final Budget Report Once project work has been completed, the Project Manager updates and finalizes the Budget Report files and prepares and publishes the Final Budget Report. The final accounting and budget reporting largely follows the weekly process followed throughout the project but includes the following additional steps. 

Finalize the budget reports. Ensure that all budget items and outstanding expenses have been captured in the reports, and that any budgetary Impediments have been logged in the Control Log.

Prepare the final budget reports according to the weekly process.

Save the Final Budget Report in your Project eFolder > 2 Accounting folder using the following file naming convention. YYMMDD Final [Project Name] Budget Report.doc For Example: 121022 Final GISP Budget Report.doc

Format the subject line of the Budget Report email as follows to indicate that it is the final Budget Report. Final [Project Name] Budget Report [MM/DD/YY] For Example: Final GISP Budget Report 10/22/12

State explicitly at the beginning of the Budget Summary that what follows is the final Budget Report for the project. Indicate the final budget and spent amounts, list those budget items for which invoices have not yet been received, and list those invoices that have been received but not yet paid.

Create Adobe Acrobat (PDF) versions of the final Budget Report and attach it to the Budget Report email.

Publish the Final Budget Report.

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Publish the Final Project Status Report After issuing the Final Budget Report, the Project Manager completes the final processing of project documents and prepares the Final Status Report. Like the final accounting and budget reporting, this largely follows the weekly process followed throughout the project and also includes some additional steps. 

Finalize the Work Plan. Update the project Work Plan to reflect current/actual percentage complete of all tasks and external dependencies. Expand the Work Plan to Outline Level 4 to reveal the entire work effort and create the PDF without highlights.

Finalize the WBS. Create the WBS from the finalized Work Plan and create the PDF without highlights.

Finalize the Control Log. Update the completion status of all tasks and Impediments on the project Control Log and move all completed items to the Closed worksheet. If any tasks remain open, change their health to Green. Print the entire Control Log Work Book to PDF.

Prepare the Final Status Report. State explicitly at the beginning of the Status Summary that what follows is the final Status Report for the project. Outline recent accomplishments and address any outstanding Impediments along with their solutions and project team member assignments after project turnover.

Save the Final Status Report in your Project eFolder > 4 Status Reports folder using the following file naming convention. YYMMDD Final [Project Name] Status Report.doc For Example: 121022 Final GISP Status Report.doc

Format the subject line of the Status Report email as follows to indicate that it is the final Status Report. Final [Project Name] Project Status Report [MM/DD/YY] For Example: Final GISP Project Status Report 10/22/02

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Update Your Res ume & LinkedIn Profile Your resume is used to market you to our clients. Because recruiters and clients screen for technologies and project breadth, this information should be woven into the summary of what the project delivered. Your resume should provide a clear sense of the scale and scope of the projects you have managed as well as the technologies that were employed. While 120VC’s Project Management Standard is product and subject matter agnostic, our clients continue to feel more comfortable with a Project Manager that has some experience with the specific subject matter of their Projects. When updating your resume it is important to remember to focus on… The Technology Subject Matter Geographical Locations Vendors Team Size Duration Budget Without addressing these items your experience might not reflect some applicability that might cause you to be passed over for an exciting Project. A Project Manager completing a finance application upgrade for a major healthcare provider may not seem like a fit for a Digital Asset Management Project for a Major Studio. Unless the resume entry also included that the financial system upgrade comprised of a re-platforming to a virtual environment with a major virtual platform vendor. In this scenario the Studio is also replatforming to the same virtual platform, with the same vendor and vendor team. The Project Managers experience with the virtual platform, vendor and team would be a clear fit for the new Project. When creating your resume entry it is important to avoid listing your Project Management responsibilities… Planned and Managed the Project Responsible for identifying and mitigating Impediment Was responsible for budget management, etc… None of that information helps align a Project Manager to a project and is a waste of the readers’ time. All the responsibilities of a Project Manager are clear to the readers when they see the title associated with the resume entry… “Project Manager” The consumers of Project Management are clear on the benefits that should be realized by a Project Management Professional, as well as, their general responsibilities. What the reader wants to do is find a Project Manager that has some familiarity with their subject matter to help the Planning process go as fast as possible, as well as, ensure the Project Manager doesn’t run into credibility issues with the Project Team. For Example: 180102 120VC PM Guidebook v 5.0 Chapter 12: Closing the Project

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Managed a team of 21 people from Client Corp.’s Information Security, Desktop Support, IT Operations, and Facilities departments in Los Angeles, New York, Miami, London, Hong Kong, and Sao Paolo and from outside vendors to identify and implement the information security measures required to protect against threats and ensure secure distribution between Client Corp.’s locations.

The $2.2M project established security services support policies and procedures and implemented the Zen software distribution tool, intrusion detection at the network and mobile workstation layers, HTTP and SMTP monitoring and reporting tools, and BlackBox mobile workstation firewall protection, allowing Client Corp. to avoid system and intellectual property recovery costs, prevent intellectual property corruption or theft, and broadly share digital assets without Impediment of theft or loss.

Once you have updated the project entry on your resume, review it to ensure that it is clear and readily verifiable by your Program Manager. Then post your updated resume in Basecamp for safe-keeping.

Send PO Close-Out Notification Send an email to notify 120VC finance at finance@120vc.com that the project is closed and copy your Program Manager. Include the project name and the purchase order number that you have been billing against.

Complete the F in al Pr oject Rev iew 

Complete the Final Project Review Meeting. If changes are required, adhere to the Single Meeting Approach and make them during the meeting. Then save the revised documents, changing the date in the document file name as needed, and create a new PDF.

Capture your Program Managers approval to Close the Project in meeting minutes.

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APPENDIX A: eFOLDER FILE LOCATIONS & NAMING CONVENTIONS

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CONTROL LOG _____ Name:

[Project Name] Control Log.xls

Location:

Root of your Project eFolder

Name:

[Project Name] Control Log.pdf

Location:

Root of your Project eFolder

CHAPTER 3 Type

Retention

XLS

Overwritten Daily

Type

Retention

PDF

Overwritten Daily

MEETING MINUTES

CHAPTER 3

Name:

YYMMDD [Project Name] Minutes - [Meeting Subject].doc

Type

Retention

Location:

Project eFolder > 5 Meetings

DOC

Permanent

Name:

YYMMDD [Project Name] Minutes - [Meeting Subject].pdf

Type

Retention

Location:

Project eFolder > 5 Meetings > Minutes PDF Archive

PDF

Permanent

DSR ______

CHAPTER 3

Name:

YYMMDD DSR.pdf

Location:

Root of the Projects > DSR

Type

Retention

PDF

Permanent

BUDGET REPORTS

CHAPTER 5

Name:

[YYMMDD] [Project Name] Budget Reports.xls

Location:

Project eFolder > 2 Accounting

Name:

[YYMMDD] [Project Name] Budget Reports.pdf

Location:

Project eFolder > 2 Accounting > Budget Reports PDF Archive

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Type

Retention

XLS

Permanent

Type

Retention

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Permanent

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BUDGET REPORTS EMAIL TRANSMITTAL

CHAPTER 5

Name:

[YYMMDD] [Project Name] Budget Reports Email.pdf

Type

Retention

Location:

Project eFolder > 2 Accounting > Budget Reports PDF Archive

PDF

Permanent

PURCHASE ORDERS

CHAPTER 5

Name:

[YYMMDD] [Project Name] [Vendor Name Abbreviation] PO [PO Number].pdf

Location:

Project eFolder > 2 Accounting > Purchase Orders

Type

Retention

PDF

Permanent

INVOICES _____

CHAPTER 5

Name:

[YYMMDD] [Project Name] [Vendor Name Abbreviation] Invoice [Invoice Number].pdf

Location:

Project eFolder > 2 Accounting > Invoices

Type

Retention

PDF

Permanent

PROJECT STATUS REPORT

CHAPTER 5

Name:

[YYMMDD] [Project Name] Project Status Report.doc

Type

Retention

Location:

Project eFolder > 4 Project Status Reports

DOC

Permanent

Name:

[YYMMDD] [Project Name] Project Status Report.pdf

Type

Retention

Location:

Project eFolder > 4 Project Status Reports > Status Report PDF Archive

PDF

Permanent

PLANNING SCHEDULE A & A FORM

CHAPTER 6

Name:

[YYMMDD] [Project Name] Planning Schedule A&A.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

DOC

Permanent

Name:

[YYMMDD] [Project Name] Planning Schedule A&A.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

PDF

Permanent

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APPROVED PLANNING SCHEDULE PDF Name: Location:

CHAPTER 6

[YYMMDD] [Project Name] Approved Planning Schedule.pdf Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

Type

Retention

PDF

Permanent

CHARTER ___

CHAPTER 7

Name:

YYMMDD [Project Name] Charter.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

DOC

Permanent (Established Version)

Name:

YYMMDD [Project Name] Charter.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

PDF

Permanent (Established Version)

CHARTER A & A FORM

CHAPTER 7

Name:

[YYMMDD] [Project Name] Charter A&A.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

DOC

Permanent

Name:

[YYMMDD] [Project Name] Charter A&A.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

PDF

Permanent

APPROVED CHARTER PDF

CHAPTER 7

Name:

YYMMDD [Project Name] Approved Charter.pdf

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

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Type

Retention

PDF

Permanent (Established Version)

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DRAFT WORK PLAN

CHAPTER 7

Name:

YYMMDD [Project Name] Draft Work Plan.mpp

Location:

Project eFolder > 1 Project Plan

Name:

YYMMDD [Project Name] Draft Work Plan.pdf

Location:

Project eFolder > 1 Project Plan > Work Plan PDF Archive

Type

Retention

MPP

Work Plan Step 1

Type

Retention

PDF

Permanent

WORK PLAN ____

CHAPTER 8

Name:

YYMMDD [Project Name] Work Plan.mpp

Location:

Project eFolder > 1 Project Plan

Name:

YYMMDD [Project Name] Work Plan.pdf

Location:

Project eFolder > 1 Project Plan > Work Plan PDF Archive

Type

Retention

MPP

Overwritten Weekly

Type

Retention

PDF

Permanent

WBS ______

CHAPTER 8

Name:

YYMMDD [Project Name] WBS. pdf

Location:

Project eFolder > 1 Project Plan > WBS PDF Archive

Type

Retention

PDF

Permanent

ROLES MATRIX

CHAPTER 8

Name:

[YYMMDD] [Project Name] Roles Matrix.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

DOC

Permanent (Established Version)

Name:

[YYMMDD] [Project Name] Roles Matrix.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

PDF

Permanent (Established Version)

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COMMUNICATION PLAN

CHAPTER 8

Name:

[YYMMDD] [Project Name] Communication Plan.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

DOC

Permanent (Established Version)

Name:

[YYMMDD] [Project Name] Communication Plan.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

PDF

Permanent (Established Version)

PLANNING DOCUMENTS A & A FORM

CHAPTER 8

Name:

[YYMMDD] [Project Name] Planning Documents A&A.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

DOC

Permanent

Name:

[YYMMDD] [Project Name] Planning Documents A&A.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

PDF

Permanent

APPROVED PLANNING DOCUMENTS PDF Name:

[YYMMDD] [Project Name] Approved Planning Documents.pdf

Location:

Project eFolder > 1 Project Plan > Charter & Planning Documents Archive

CHAPTER 8 Type

Retention

PDF

Permanent (Established Version)

SOW’S ______

CHAPTER 9

Name:

[YYMMDD] [Project Name] [Vendor Name Abbreviation] SOW [Reference Number].pdf

Location:

Project eFolder > 2 Accounting > SOW’s

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VENDOR QUOTES

CHAPTER 9

Name:

[YYMMDD] [Project Name] [Vendor Name Abbreviation] Quote [Reference Number].pdf

Location:

Project eFolder > 2 Accounting > Vendor Quotes

Type

Retention

PDF

Permanent

BASELINE BUDGET

CHAPTER 9

Name:

[YYMMDD] [Project Name] Baseline budget.xls

Type

Retention

Location:

Project eFolder > 2 Accounting

DOC

Permanent

Name:

[YYMMDD] [Project Name] Baseline Budget.pdf

Type

Retention

Location:

Project eFolder > 2 Accounting > Budget Reports PDF Archive

PDF

Permanent

IMPEDIMENT ASSESSMENT

CHAPTER 10

Name:

YYMMDD [Project Name] Impediment Assessment – [Abbreviated Subject].doc

Type

Retention

Location:

Project eFolder > 3 Impediment Assessments

DOC

Name:

YYMMDD [Project Name] Impediment Assessment – [Abbreviated Subject].pdf

Permanent (Established Version)

Type

Retention

Location:

Project eFolder > 3 Impediment Assessments

PDF

Permanent (Established Version)

PCA ________

CHAPTER 11

Name:

YYMMDD [Project Name] PCA CIDYYMMDD.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

DOC

Permanent (Established Version)

Name:

YYMMDD [Project Name] PCA CIDYYMMDD.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

PDF

Permanent (Established Version)

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


CHANGE WORK PLAN

CHAPTER 11

Name:

YYMMDD [Project Name] Work Plan CIDYYMMDD.mpp

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

Name:

YYMMDD [Project Name] Work Plan CIDYYMMDD.pdf

Location:

Project eFolder > 1 Project Plan > Work Plan PDF Archive

ROLES MATRIX ADDENDUM

Type

Retention

MPP

Permanent (Established Version)

Type

Retention

PDF

Permanent (Established Version)

CHAPTER 11

Name:

YYMMDD [Project Name] Roles Matrix CIDYYMMDD.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

DOC

Permanent (Established Version)

Name:

YYMMDD [Project Name] Roles Matrix CIDYYMMDD.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

PDF

Permanent (Established Version)

COMMUNICATION PLAN ADDENDUM

CHAPTER 11

Name:

YYMMDD [Project Name] Communication Plan CIDYYMMDD.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

DOC

Permanent (Established Version)

Name:

YYMMDD [Project Name] Communication Plan CIDYYMMDD.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

PDF

Permanent (Established Version)

180102 120VC PM Guidebook v 5.0 Appendix A: eFolder file locations & Naming conventions

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© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


CHANGE BASELINE BUDGET

CHAPTER 11

Name:

YYMMDD [Project Name] Budget Reports CIDYYMMDD.xls

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

Name:

YYMMDD [Project Name] Budget Reports CIDYYMMDD.pdf

Location:

Project eFolder > 2 Accounting > Budget Reports PDF Archive

CHANGE WBS

Type

Retention

XLS

Permanent (Established Version)

Type

Retention

PDF

Permanent (Established Version)

CHAPTER 11

Name:

YYMMDD [Project Name] WBS CIDYYMMDD.pdf

Location:

Project eFolder > 1 Project Plan > WBS PDF Archive

PCA A & A FORM

Type

Retention

PDF

Permanent

CHAPTER 11

Name:

YYMMDD [Project Name] PCA CIDYYMMDD A&A.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

DOC

Permanent

Name:

YYMMDD [Project Name] PCA CIDYYMMDD A&A.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

PDF

Permanent

APPROVED PCA PDF

CHAPTER 11

Name:

YYMMDD [Project Name] Approved PCA CIDYYMMDD.pdf

Location:

Project eFolder > 1 Project Plan > PCA Archive > CIDYYMMDD

180102 120VC PM Guidebook v 5.0 Appendix A: eFolder file locations & Naming conventions

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Type

Retention

PDF

Permanent (Established Version)

© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM


CLOSURE DOCUMENT

CHAPTER 12

Name:

[YYMMDD] [Project Name] Closure Document A&A.doc

Type

Retention

Location:

Project eFolder > 1 Project Plan

DOC

Permanent (Established Version)

Name:

[YYMMDD] [Project Name] Closure Document A&A.pdf

Type

Retention

Location:

Project eFolder > 1 Project Plan

PDF

Permanent (Established Version)

APPROVED CLOSURE DOCUMENT PDF

CHAPTER 12

Name:

[YYMMDD] [Project Name] Approved Closure Document.pdf

Location:

Project eFolder > 1 Project Plan

180102 120VC PM Guidebook v 5.0 Appendix A: eFolder file locations & Naming conventions

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Type

Retention

PDF

Permanent (Established Version)

© 2009 - 2018 120VC Holdings, Inc. All rights reserved. Patent US 8,444,420 B2.

__________________________________________________________________________________ CHANGE MANAGEMENT CONSULTANTS PROJECT PORTFOLIO MANAGEMENT EXPERTS 818.842.8041 WWW.120VC.COM

The Irreverent Guide to Project Management v 5.0  

An Agile Approach to Project Portfolio Management

The Irreverent Guide to Project Management v 5.0  

An Agile Approach to Project Portfolio Management