Final Sign-Off

1. The key elements of effective acceptance are:

• A clear understanding of the List of Deliverables to be accepted(Requirements Traceability Matrix)
• A clear understanding of Acceptance Criteria
• Clear documentation of any variations to the Acceptance Criteria
• Obtaining customer sign off

2. The critical success factors of Project Completion are

• the customer perceives the value of the project
• the customer accepts project deliverables
• the customer will provide references
• the project's financial performance criteria has been accurately measured

3. Why client may be reluctant to accept ? (Acceptance Implications)

• Payment is expected
• Any future changes are chargeable
• Oracle's involvement may end
• Any bug fixes may be on T&M basis
• Warranty period begins, the is only 90 days
• Fear-Uncertainly & Doubt(FUD)

4. The value of "a compelling event" and why you should NEVER de-couple this event with the 'sign-off'.

Risk Management

A Risk is an uncertain event or condition that will affect project objectives if it occurs.
A Issue is a REALIZED RISK. It is something which has already happened and which requires action for resolution.
1. Risk Management

• Identification
• Brainstorming & interviews
• GRM Bid Review
• Bid Risk Analysis Workbook
• Assumptions Analysis
• Assessment
• Planning
• Avoid
• Reduce
• Transfer
• Accept and Control
• Management
• Appoint Owner
• Develop Contingencies
• Ongoing Review

2. Risk Identification

• Categories of Risk
• Scope
• Resources and Logistics
• Market Factors
• Client Factors
• Technical Factors
• Contract and Project Mgmt
• Botth External and Oracle Internal Risks

Resourcing the Project

5 areas to look at

• technical abiliity
• leadership qualities
• interpersonal skills
• character/personal qualities
• personal agendas

User Acceptance Test

Common Problems/Issues that come up during UAT

• Client claims that functionality is there, but system is simply "too slow"
• Client raises a "bug" but it's a change in disguise
• Numerous TPRs raised that are consistently not Oracle's responsibility
• UA Testers not providing sufficient detail/accuracy when reporting TPRs
• UAT resources were committed but are found to be unavailable
• UA Testers not adequately trained in testing/system functionality
• Client requests changes and want;s them included in the release!
• UA Testers find a Bug in a Sub-Contractors Deliverable, Teh Sub-Contractor claims that Oracle accepted the deliverable earlier during SIT
• UA Testers raising NEW TPRs upon regression test, not raised previously
• UA Testers overly slow performing test
• Acceptance Blackmail

Incident Analysis Breakdown

• Finger Trouble - User testing understanding issue (10%)
• Duplicate - Same fault reported more than once (5%)
• Change Control Request - CCR masquerading as a Fault Report(5%)
• System Maintenance Issue - Security, Permissions, Access (20%)
• Data Related Problems - Test Cases have incorrect data (25%)
• Network Fault (3%)
• PC Client Configuration fault (2%)
• Interface - Teh fault is on the non Oracle side of an interface in the SI (10%)
• BUG this is definitely our problem (20%) 

Change Control

1. Definition : A request, actio or event resulting in an agreed CHANGE to

• Project delivery timescales, costs or price
• Agreed functionality or requirements(SOW)
• Contractual Conditions
• Payment Terms
• Penalties
• Customer Involvement

2.Typical Casation

• Contractually agreed commitment not being met by Customer
• Change in Requirements
• Poor effort estimation and planing
• Product Problems
• force Majeure

3. Things typically change dur to a Change Control

• Schedule -> Cash Flow-> Work Effort & Price ->Cost -> Revenue Recognition -> Contact Terms

4. Common Occurrences related to Change Contorl

• Customer keeps requesting & rejecting CC whilst refusing to pay for analysis
• Customer views payment for CC as " not in the spirit" of the project
• Sales wants to give CC free
• Customer believes the request/change is within Scope, ie not CC
• customer requests a CC that moves a milestone payment out
• Customer wants to reduce already agreed scope and believes reduced cost should be passed on to customer as other fuctions or reduction in price
• Customer does not believe the estimate is a accurate(already too high)
• Change is required on a Sub-contractors deliverable, the customer says it is within scope & will not pay and the Sun-Contractor say it is not within scope, OCS is in the middle.
• Acceptance Blackmail(ie No free Change Control then No Acceptance)

5. Rules for Managing Change Control

• Stay calm : if discussion becomes too heated on a given topic, move from the topic.
• Get all of the issues on the table  and deal with them one by one but think holistically
• Allo Positions to be clarified : Allow the customer and OCS fuctional Analysts to give the technical case as to whether an item is in or out of scope.
• Deal Holisticall : When you have heard both sides, do not agree items one by one but rather wait until all items have been heard by both side.

6. How to make a "Reasoned Case"

• Constrct your argument in four level
• Contractual High Ground(Check it you have it)
• Moral High Ground(Do you have it)
• Mutual Culpability(Is the guilt balanced)
• Vible Threat(BANOC-Best Alternative to a Negotiated Outcome)
• Use the "Range" Argument to enumerate positions
• Use DEDUCTIVE and INDUCTIVE Agrumrns where appicable
• Allow the Opponent(Customer) to speak and complete their point
• Avoid burning bridges(relationship must not be lost)
• Deal one on one where possible(avoids group dynamics)
• Make it clear that it is not personal, we are both trying to do the right thing by our employers
• Never-Exaggerate or strect the truth
• Argue PRINCIPLE not DETAIL

Kick Off Meeting(PM)

It presents an ideal opportunity for:

• Introducing yourself as the team's leader
• Team members to meet one another
• Presenting the vision for the project
• Gaining acceptance/buy-in to the vision
• clarifying jthe projects's objectives
• Setting expectations and explaining what the future will be like
• Briefing Orcle staff on politics situations, personalities

*Your team will be forming their first impressions of you so prepare well and carefully-consider your style

• The Typical Meeting Agenda
• Introductions and Background
• Strategy and Plans/Milestones
• Project Structure
• Standards
• Do's and Don'ts
• General Questions answered
• Handout a "Project Introductiory Pack" to team members

Project Management - 13 Basic Tricks

1. What's costs nothing is Worth Nothing
2. The Leverage of Money
3. Customer get smarter with time.
   Make agreements EARLY
4. Customer Relationship is paramount.
   Make the Customer your very best friend else he will remember all of your failings and none of his own.
5. Share the Guilt Evenly
6. Everybody's Business is "Nobody's Business"
   Be careful not to delegate a given task to more than one person.
7. Look for "Compelling Events"
8. Progressive Sign-off
   Get Sign-off in Bite Size Chunks
9. Balanced communication
   Remember to maintain a balance with the client and remind them of the good things happening on the project. Do not be lured into always discussing the project in negative terms.
10. Be Flexible and Open to Change
    Do not be so attached to your plan that ignore threat or miss opportunities
11. Your General Attitude and Demeanor
12. It is okay to understand your client's suffering but we will not share the suffering.
13. Rule of Rebuttal.
    Incorrect/Untrue words, if not rebutted immediately, will become the Truth

Creating the WorkPlan

1. As a rule of thumb

• Defines what will be accomplished
• Defines responsibilities for deliverables and tasks
• Defines who will be involved in the project
• Provides a road map for project execution
• Provides checkpoints to evaluate project status
• Helps in developing better time and cost estimates

2.Tips

• Incorporate all aspects of the projects(Conversions,Testing, Training, Transition to Production, Production Support)
• Include customer Resource and task steps
• Include Contingency
• Patrol - Tracking of Actuals against Baseline as a weekly routine

3. You must enter

• Task and Durations
• Dependencies
• Assignment of Resources to EVERY task
• Task and Resource Estimates

4. Get Agreement with the team leaders as to

• necessity for each task
• the approach
• the resources required
• the schedule
• the duration
• the dependencies
• the definition of "DONE"

5. Mandatory rules for the workplan

• Resources must be leveled to max. of 40 hrs per week
• Task estimates must no be greater that 40 hrs
• Every task must have an estimate and resources assigned
• All known Public Holidays, training, leave should be scheduled
• Setup project calendar & resource calendars if required
• Dependencies must be valid and included

6.Don't forget

• Task and time for 
• Reviews, Audit and Healthchecks
• Warranty/Support sold in the proposal
• Time for meetings, reviews, management overhead
• Deliverables and assignments
• Add work effort to mitigate some risk items

7. Signing off the workplan

• Get Sign-Off for Baseline Workplan within 4 weeks-from the practice first, from the client last
• Keep all versions of your workplan

7. The plan should show at all times

• A picture of the route to be tasked by the project. and should show AT ALL TIME:
• Phases
• Activities
• Tasks
• Dependencies between tasks
• Milestones
• Resources allocated to Tasks

8. Key Focus Area's

• Are resources fully utilized to the maximum ?
• What is the current variance against budget(days/dollars) ?
• what is the current schedule .vs. agreed milestones ?
• Is your Critical Path realistic ?
• Is your resource mix maximizing profit and chance of success whilst containing risk ?
• Do you have any work at risk ?

>

• Communication & Reporting
• Manage the progress of the project

Project Management Plan

1. PMP(Project Management Plan)

• Work plan
• Resource Plan
• Financial Plan
• Quality Plan
• Change Management Plan
• Configuration Management Plan
• Test Plan
• Performance Test Plan

2.
The Contract is a strategic Document(General Principles)
The PMP is a Tactical Document(Specific in Details & Procedures)

3. Project Mangement Method (PJM)

• Project Start up
• Project Execution and Control
• Project Closure

4. PMP Contents

• Introduction
• Scope
• Objectives
• Approach
• Project Tasks, Deliverables, and Milestones
• Scope Management
• Financial Management
• Work Management
• Issue Management
• Key Decision Management
• Requirements Management
• Risk Management
• Problem Management
• Organization & Staff Management
• Communications Management
• Quality Management
• Configuration Management
• Infrastructure Management
• Procurement Management
• Organizational Change Management

Role of the Project Manager

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• Manage expectations
• Anticipate Risks
• Ensure Buy-in
• Achieve objectives
• Client Communication
• Project  Wrap-Up
• Maintain Project Plan
• Budget & Reporting
• Manage Team

<< Personal Characteristics >>

• Leadership
• Charisma
• Delegation
• Judgement
• Negotiation
• Communication 
• Common Sense

<< Competencies >>

• Project Integration and Time Management
• Project Scope Management
• Project Finance and Resource Management
• Project Quality Management
• Communication (Expectation Management)
• Project Risk Management
• Project Procurement Management
• Pre-Sales and Bid Management

//////////////////////////////////////////////////////////////
Scope                 Client Satisfaction
Money     <==>  Profit
Time
///////////////////////////////////////////////////////////////

OUM-The Project Manager's Responsibilities

The Project Manager's Responsibilities

The fundamental responsibility of the project manager is to manage delivery of an agreed upon level of solution quality while planning for and controlling the "triple constraints" (scope, cost and schedule). If a project is represented as a triangle, then the project manager's responsibility is to ensure that the target level of quality is achieved while keeping the three sides of the triangle in balance.

Managing project scope, cost, schedule and quality is the primary objectives of a project manager. If any one of these components change, then the imbalance will result in the change of one or more of the other components.

• Directs the project as if it is his or her own business
  Is fully accountable for the project
  Apply lessons learned from past projects
  Ensures that project roles and responsibilities are well defined
  Lead the project planning (Project Start Up) activities
  Leads the project tracking and problem management activities
  Promotes project management best practices
  Manages the project to an acceptable level of risk by balancing scope, time, cost and quality
  Manages daily to the project's top three priorities
  Empowers others: drives decision making to lowest level reasonable
  Ensures the proper level of client involvement
  Is a catalyst to resolve project problems and conflicts
  Ensures project status is timely communicated to project stakeholders
  Enforces effective change control
  Promotes good working relationships
  Makes things happen

프로젝트-Delivery

어떤 프로젝트던지 무엇을 하는가에 대해 고객과 눈높이를 맞추고, 종료시 무엇이 나와야 되는 가에 대한 명확한 인식을 가지고 있어야 한다. 그렇지 않으면 방향을 잃고 몸과 마음만 소진하다 프로젝트 자체는 실패에 빠질 확율이 높다. 항상 눈높이를 맞추고 같은 그림을 가지고 있는지 수시로 점검을 해야 할 것이다.

프로젝트-필요사항

첫째. 프로젝트의 비젼에 대한 공유
둘째.무엇을 하는가에 대한 명확한 인식
세째.어떻게 구현해 나갈 것인가에 대한 그림.
네째.비상시 계획(컨틴젼시 플랜)

프로젝트 PM의 역할

-프로젝트 계획 수립 및 총괄 지휘
-프로젝트 일정 관리 및 품질관리
-고객과의 커뮤니케이션(진행 보고 주관)
-프로젝트 인력(협력업체 포함) 관리,
-프로젝트 진행 중 이슈 보고 및 해결작업 리딩
-변화관리 총괄