Project Management - (NARPM) Training Program

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Superfund Branch ChiefProject Management Survey Improvements/needs identified• Automatic cascade of entire project schedule andassociated funding• Ability to view project schedule in chronological order by OUand event sequence• Popup messages to prompt funding and guide PMs• Gantt chart capability• More user-friendly screens and links• Five-year review findings and EI prompts for managementmonitoring CLEAR MESSAGE CERCLIS NOT TO BE USEDFOR PLANNING TOOL22 nd Annual NARPM Training Program22 nd Annual NARPM Training Program103
LexiconPrimavera & CERCLIS RelationshipsLEVEL WBS EPS OBS CERCLISOSWER/OECA/OSRTI/OEM/ SEMSNA LEVEL 1ROOTOSWER/OSRTIOECA/DATASPONSORS &MANAGERSNATIONALREPORTINGTARGETS &MEASURESREGIONS NA LEVEL 2NODESTATE NA LEVEL 3NODEPROJECTS PROJECTS LEVEL 4NODESUPERUND DIVISION/ BRANCH REGIONALCOUNCIL/ IMC-BCSUPERFUNDDIVISION/BRANCH/REGIONALCOUNCIL/IMC-BCIMC-RPM -OSC -BCREGIONALREPORTINGTARGETS &MEASURESREGIONALREPORING TARGETS& MEASURESSITESPROJECTSEGMENTSLEVEL 1 NA IMC-RPM-OSC-BC-ATTORNEYOPERABLE UNITSOU00-Site WideActivitiesOU01 and Higher22 nd Annual NARPM Training Program22 nd Annual NARPM Training Program101044
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Project Management:Principles and T
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Instructor Introductions Rich May S
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General Logistics Questions /discus
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Review of the Day First half of the
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SEMS IntroductionSteve Wyman, OSRTI
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SEMS VisionIntegrates three primary
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SEMS Component Suite Primavera: Pro
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Work Breakdown StructureBackbone of
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22 nd Annual NARPM Training Program
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22 nd Annual NARPM Training Program
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Next Steps for SEMSSEMS is much big
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Syed Quadri, PMPRegion 5 RPMMODULE
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Typical Problems withSuperfund Proj
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More Problems WithSuperfund Project
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Five Process GroupsInitiatingClosin
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Project Management StepsPlan the Wo
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Project Management Planning, execut
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Traditional Project ManagementParad
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Strategic Project Management Narrow
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Communication Management Identify S
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Communication Understand personalit
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PowerHighStakeholders - Power/Inter
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Wrap-Up Building and leading your t
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Leading Your Project Team “Who’
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Leadership MatrixTeam memberscan fi
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The sooner you fall behind the proj
Page 53 and 54: Project Planning: Strategy Unambigu
Page 55 and 56: Process for Developing PM Tools Col
Page 57 and 58: Tool Development (Continued) Make a
Page 59 and 60: Work Breakdown Structure The Heart
Page 61 and 62: Lusher Street Site - WBS22 nd Annua
Page 63 and 64: Critical Path The critical path is
Page 65 and 66: Any Questions?22 nd Annual NARPM Tr
Page 67 and 68: Topics To Be Covered Responsibility
Page 69 and 70: OBSResponsibility Assignment Matrix
Page 71 and 72: Project Risk Management Risk Manage
Page 73 and 74: Risk IdentificationDetermine which
Page 75 and 76: Well 12A Superfund Site RBSWell 12A
Page 77 and 78: Impact543Project Risk ManagementRis
Page 79 and 80: Project Risk ManagementRisk Respons
Page 81 and 82: Earned Value Management Methodology
Page 83 and 84: Performance MeasurementMeasure proj
Page 85 and 86: Planned Value Developed from the ba
Page 87 and 88: Earned Value A snapshot of the work
Page 89 and 90: COST (Dollars)$600KEarned Value$500
Page 91 and 92: COST (Dollars)$600KActual Cost$500K
Page 93 and 94: Schedule Variance (SV) Describes th
Page 95 and 96: Cost Variance (CV) Describes the di
Page 97 and 98: Variance At Completion (VAC) Descri
Page 99 and 100: Lunch Break22 nd Annual 2222NARPM T
Page 101 and 102: Project Management22 nd Annual NARP
Page 103: Superfund Branch ChiefProject Manag
Page 107 and 108: 22 nd Annual NARPM Training Program
Page 127 and 128: RPM Financial View with Assignment
Page 129 and 130: Budget Log to manage funding reques
Page 133: 22 nd Annual NARPM Training Program
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Project Management - (NARPM) Training Program

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