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AlphaPM Project Management Webinar Program
Module APM11
Tony Crawford, PMP
www.alphaPM.com
Tony Crawford, PMP
Tony Crawford, PMP is the President and Executive Consultant for AlphaPM, established to help organizations and individuals in the successful delivery of their mission critical projects through project management training, consulting and team development.
He has received numerous accolades and awards for his work in
private and public organizations across Canada and the United States, and has worked on international assignments in other countries, including Saudi Arabia and Brazil.
He has over 40 years of experience in virtually all areas of
Information Technology including: - CIO/Executive IT Management - Program/Project Management - Project Management Training - Internet Applications and Services - Strategic Systems Planning - Data Centre Operations - Business Continuity Planning - Systems Life Cycle Methodologies - Systems Quality Assurance
αPM
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Bob Goguen, Private Pilot and Glider Instructor
Airplane: RV-6
Pendleton Airport, near Ottawa, Ontario α PM
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ALPHAPM PROJECT MANAGEMENT WEBINAR PROGRAM
APM01 Project Management Lessons Learned From The Movies
APM02 How To Build A Great Project Plan
APM03 How To Keep Your Project On Schedule And Within Budget
APM04 Scope Management and Work Breakdown Structures Made Easy
APM05 Risk Management Made Easy
APM06 Earned Value Management Made Easy
APM07 Start Your Project On The Right Track With A Successful Kickoff Meeting
APM08 How To Build A Great Project Management Office
APM09 Project Health Check Workshop
APM10 GO-PSAC Project Success Factors
(GOals, Processes, Skills, Attitude, Culture)
APM11 Project Management Lessons Learned From Aviation
APM12 Quality Management Made Easy
APM13 Project Dashboards
APM14 Top 20 Project Management Best Practices, Tips and Techniques
For more information, and to register: www.alphapm.com/webinars
All webinars are 1 hour in
duration, except APM09
which is 4 hours.
Webinar Topics
Introduction
Lessons Learned
Questions
5
1. Certification
2. Planning
3. Checklists
4. Communications
5. Monitoring and Control
6. Lessons Learned
7. Risk Management
8. Dashboard
α PM
Introduction
6
α PM
Project Management Lessons Learned
From Aviation
Webinar Materials
Presentation slides
7
Certificate of
Completion
Presentation
Claim PDUs
Tools and Templates
Claiming PDUs for
AlphaPM Webinars
α PM
Project Dashboard Project Plan
template
Note: You may claim 1 PDU for this Webinar in Category B (Continuing Education).
There is no limit on the number of PDUs that you can claim in this Category.
Knowledge Areas covered: Project Integration Management
Provider Info: AlphaPM, 1499 Egret Ct, The Villages, FL 32162
Provider URL: www.alphapm.com/webinars
8
Some Statistics
Projects Aircraft
[link]
[link]
Lessons Learned
9
α PM
Project Management Lessons Learned
From Aviation
1. Certification
2. Planning
3. Checklists
4. Communications
5. Monitoring and Control
6. Lessons Learned
7. Risk Management
8. Dashboard
Air Traffic Controller
Flight Attendants
Pilot
Co-Pilot (s)
Flight Engineers
Mechanics
Repairmen
Flight Dispatchers
Security Personnel
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PILOT PRIVILEGE LEVEL
Airline Transport Pilot
Commercial Pilot
Private Pilot
Recreational Pilot
Sport Pilot
Student Pilot
AIRCRAFT CLASS RATINGS
Multi-engine sea
Multi-engine land
Single-engine sea
Single-engine land
AIRCRAFT TYPE RATINGS
Required for the specific make and
model of aircraft, if the aircraft
weighs more than 12,500 lb
(5,700 kg) at takeoff or is powered
by one or more turbojet engines.
Example:
Boeing 747
Airbus 320
Other Certifications:
* Flight Dispatchers * Mechanics * Flight Navigators
* Flight Engineers * Repairmen * Flight Attendants
* Ground Instructors * Parachute Riggers
* Flight Instructors * Control Tower Operators
Certification
Reference: Pilot certification in the United States – Wikipedia
To obtain a certificate or add a rating, a pilot has to :
- Undergo a course of training with a certificated instructor
- Accumulate and log specific aeronautical experience
- Pass a three-part examination (a written knowledge test, an oral test and
a practical test carried out by either an FAA inspector or a Designated
Pilot Examiner.
To maintain currency, every pilot must:
- Undergo a flight review with an instructor
every 6 to 24 calendar months
- Undergo a regular medical examination
[link] α PM
Project Manager
Client
Sponsor Client
Executive
Client
Managers
Project Team Project
Leads
Executive
Management
Account
Manager End
Customers
Vendors
Project Management
Office Human Resources Finance
Other Support Groups
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Certification
Risk Management
Project Management Institute [link]
PMI Risk Management Professional (PMI-RMP)® [link]
Program Management
Project Management Institute [link]
Program Management Professional (PgMP ®) [link]
Schedule Management
Project Management Institute [link]
PMI Scheduling Professional (PMI-SP ®)
Microsoft [link]
Certified Technology Specialist: -
Managing Projects with Microsoft Project
Association for the Advancement of Cost
Engineering
Planning & Scheduling Professional (PSP ™) [link]
Business Analysis
International Institute of Business Analysis
Certified Business Analysis Professional (CBAP®) [link]
Project Management
Project Management Institute [link]
Project Management Professional (PMP ® )
Certified Associate in Project Management (CAPM ® )
UK Government/APM Group
PRINCE2 Practitioner [link] [link]
Australian Institute of Project Management
Registered Project Manager (RegPM) [link]
Penn State Online
Master of Project Management (MPM) [link]
Quality Management
American Society for Quality [link]
Software Quality Engineer
Six Sigma Black Belt
Which certifications (other than for project
management) do you or your team members hold?
Vendors
International Organization for
Standardization (ISO)
ISO 9000 [link]
α PM
Agile
Agile Certified Practitioner (PMI-ACP)® [link]
Lessons Learned
14
α PM
Project Management Lessons Learned
From Aviation
1. Certification
2. Planning
3. Checklists
4. Communications
5. Monitoring and Control
6. Lessons Learned
7. Risk Management
8. Dashboard
15
Flight Planning
Flight Plan
Departure Point
Arrival Point
Weather
Aircraft Availability
Passenger and
Baggage Loading
Pilot/Crew Availability
Air Traffic Control
Fueling services
Aircraft and Crew
Management
Catering services
Departure Point
Arrival Point
Estimated Time en route
Alternate Airports (in case
of bad weather, emergency)
Fuel (start/end/contingency)
Payload (start/end)
Crew/Passengers on board
Issues and restricted areas
en route
Planned Routing
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Project Planning
Project Plan
Requirements
Resources and skills
available
Funding Available
Constraints
Risks
Project Team Organization
Project Scope
Project Cost (Budget)
Project Schedule
Project Team and
other stakeholders
Client and Executive
Management
PMO
HR
Risk Management Plan
Cost Management Plan
Quality Management Plan
Procurement Plan
Scope Management Plan
Communications
Management Plan
Time Management Plan
HR Management Plan
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18
Lessons Learned
19
α PM
Project Management Lessons Learned
From Aviation
1. Certification
2. Planning
3. Checklists
4. Communications
5. Monitoring and Control
6. Lessons Learned
7. Risk Management
8. Dashboard
20
Checklists
Crash of the Boeing Model 299 (B 17 prototype)
Wright Field, Dayton, Ohio October 30, 1935
Reference: The Checklist by Atul Gawande
The New Yorker December 10, 2007
Reference: http://checklists.com/checklists-day
α PM
Reference: Wikipedia [link]
B17 Flying Fortress
Reference: WHO Surgical Safety Checklist/
21
Checklists
Preflight Planning Dispatch Checklist Pilot(s) viability
Airports intended for use
Weather
Air Traffic Control and Route
Aircraft Performance and Capacity
Aircraft Airworthiness
Flight Checklists (Cessna 182 RG example)
Preflight Inspection
Pre-Start/Start
Pre-Taxi/Taxi
RunUp/Pre-Takeoff
Takeoff
Climb/Cruise/Descent
Pre-Landing/Landing/Go-Around
After Landing/Securing
Emergency (Power Loss/Restart/Landing w/o power)
Emergency (Engine Fire/Electrical Fire)
Emergency (Cabin or Wing fire/Electrical Malfunctions)
Emergency (Manual Gear Extension/Ditching)
Emergency (Icing/Static Source Blockage)
Emergency (Landing w/Flat Main Tire/Spin Recovery)
α PM
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Checklist for RV6 - C-FVMH
α PM
PRE-START
Walkaround completed, Documents
checked.
Objects & baggage stowed and secured.
Flaps retracted.
Harness secured.
Check seating position.
Canopy - as required.
Fuel selector on current tank.
Circuit Breakers - check.
Mixture rich.
Carb Heat - OFF.
Throttle - set 1/4” in.
Avionics - OFF.
Electrics - OFF.
Master Switch - ON.
Fuel Quantity - CHECK.
Fuel Pump - ON.
Fuel Pressure - CHECK 4-6 PSI
Prime as required.
Clear Prop.
Ignition on BOTH.
Start engine.
POST-START
Throttle - 1000 RPM.
Oil Pressure - 40 to 60 psi within 30
seconds.
Fuel Pump - OFF.
Alternator ON - Check battery charging.
Avionics Master - ON.
COMM/GPS - ON.
Transponder - Standby.
Altimeter - set.
Brakes - check.
Lean out mixture for taxi
TAXI - Check Flight Instruments.
RUN-UP
Line Up Into Wind.
Fuel Selector - Other Tank.
Close and Lock Canopy.
Mixture rich
Brakes ON.
Throttle - 1700 RPM
Suction Gauge - 4 - 6 “.
Check Ignition - Left/ Right/ Both
- Max Drop 175 RPM
- Max Diff 50 RPM
Check Mixture Leaning.
Carb Heat - ON, Min Drop 30 RPM
Throttle - IDLE.
Carb Heat - OFF.
Throttle - 1000 RPM.
PRE- TAKEOFF
Canopy - Confirm Locked.
Harness Fastened.
Fuel Selector on current Tank.
Fuel Pump ON.
Engine Instruments - Check.
Attitude Indicator - Set.
Heading Indicator - Set.
Flaps - Set as Required, Max 200
Flaps - Check for Positive Lock.
Trim - Set for Takeoff.
Flight Controls - Free and Correct.
Transponder - Alt.
Strobes - ON.
POST - TAKEOFF
Climb Speed - 80 to 90 KTS
Flaps - Up.
Fuel Pump - OFF.
Climb Speed - 90 to 100 KTS
PRE - LANDING
Check Harness Secure.
Check Fuel On and Sufficient.
Engine instruments - Check.
Mixture Rich.
Carb Heat as required.
Fuel .
Flaps - As Required.
Brakes - Check Pressure.
Approach Speed - 70 KTS or 1.5x stall
POST - LANDING
Flaps UP.
Carb Heat OFF.
Transponder OFF.
Strobe OFF.
Fuel Pump OFF.
SHUTTING DOWN
Check ELT Not Activated (Panel or 121.50).
Check flight time on GPS.
COMM/GPS - OFF.
Avionics Master - OFF
Lights - OFF
Throttle idle - check for live Mags.
Throttle - 1000 RPM.
Alternator - OFF.
Mixture - Lean.
Ignition switch - OFF.
Master - OFF.
Flaps - Down.
Secure Aircraft.
23
Checklists
Risk Identification Checklist/
Risk Breakdown Structure
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organizational
Project Dependencies
Resources
Funding
Prioritization
Project Management
Estimating
Planning
Controlling
Communication
Source: PMBOK® Guide Fourth Edition, page 280
Project Team Orientation Checklist
[Example 1] [Example 2]
Project Initiation Checklist
[Example 1] [Example 2]
Project Review Checklist
[Example 1] [Example 2]
Project Planning Checklist
[Example 1] [Example 2]
Project Closing Checklist
[Example 1] [Example 2]
α PM
Lessons Learned
24
α PM
Project Management Lessons Learned
From Aviation
1. Certification
2. Planning
3. Checklists
4. Communications
5. Monitoring and Control
6. Lessons Learned
7. Risk Management
8. Dashboard
α PM
Air Traffic Controller
Flight Attendants
Pilot
Co-Pilot (s)
Flight Dispatchers
Customers
Phonetic
Alphabet
A – Alpha
B - Bravo
C - Charlie
D - Delta
E – Echo
F - Foxtrot
G - Golf
H - Hotel
I - India
J - Juliette
K – Kilo
L – Lima
M - Mike
N - November
O - Oscar
P - Papa
Q - Quebec
R - Romeo
S - Sierra
T - Tango
U – Uniform
V - Victor
W - Whiskey
X – Xray
Y - Yankee
Z - Zulu
Pilot/Controller Glossary [link]
• English is the common language for
communication
• All those in network must have a radio
license
• Clear, focused, concise and precise
communications
• Flight Plan must be presented to
Common Flow Control
• Open Channel so others in vicinity
can hear messages as well
• Standard Protocols (language and
terminology)
- Key messages repeated in response
(e.g. Cleared for takeoff)
- Confirmation given that message
has been received
- Part of pilot training and license
requirement
• Distractions avoided
Communications
26
Communications
α PM
Stakeholder Communications
Method
Frequency Responsibility Notes
Key Stakeholders
Project Kickoff Meeting Start of project Project Manager • Both Team and Client Kickoff meetings
recommended
Extranet
Ongoing
Project Manager • Include project schedule, key project
deliverables, meeting minutes, change
request log, issues log
Project Dashboard
Ongoing
Project Manager
• Cost and Schedule Performance
Indices, Key Milestones, Key Issues and
Risks
Client Executive Executive Steering
Committee
Monthly – first
Wednesday of
each month
Account Manager • Review status, milestones met, earned
value indicators. key issues
Client Sponsor Status Meetings
Status Report (email)
Weekly -Friday Project Manager • Review project status, schedule, change
requests, issues
Development Team Status Meetings Weekly – Friday
11am
Project Manager • Provides input for subsequent meeting
with client sponsor
Client managers Newsletter (email) Weekly - Friday Project Manager
Client Sponsor/
Key Client
Stakeholders
Client Satisfaction Survey Monthly/End of
each phase
Account Manager/
Project Manager
• Informal (monthly)
• Formal (end of each phase)
27
Communications
α PM
Stakeholder Communications
Method
Frequency Responsibility Notes
Key Stakeholders
Project Kickoff Meeting Start of project Project Manager • Both Team and Client Kickoff meetings
recommended
Extranet
Ongoing
Project Manager • Include project schedule, key project
deliverables, meeting minutes, change
request log, issues log
Project Dashboard
Ongoing
Project Manager
• Cost and Schedule Performance
Indices, Key Milestones, Key Issues and
Risks
Client Executive Executive Steering
Committee
Monthly – first
Wednesday of
each month
Account Manager • Review status, milestones met, earned
value indicators. key issues
Client Sponsor Status Meetings
Status Report (email)
Weekly -Friday Project Manager • Review project status, schedule, change
requests, issues
Development Team Status Meetings Weekly – Friday
11am
Project Manager • Provides input for subsequent meeting
with client sponsor
Client managers Newsletter (email) Weekly - Friday Project Manager
Client Sponsor/
Key Client
Stakeholders
Client Satisfaction Survey Monthly/End of
each phase
Account Manager/
Project Manager
• Informal (monthly)
• Formal (end of each phase)
Communications Best Practices
• Ensure communications are structured, concise and appropriate to the various
stakeholders
• Keep communications two way, open and participative (Listen!)
• Ensure all stakeholders have clear and defined roles and responsibilities
• Keep all discussions and communications goals and results oriented
• Minimize “noise”
• Always be positive and constructive
• Be proactive
• Avoid micromanagement
• Be sensitive to communicating across time zones and cultures
• Use facilitators for key meetings (e.g. Kickoff Meetings, Lessons Learned
Meetings)
• Be professional in all communications (oral and written)
Lessons Learned
28
α PM
Project Management Lessons Learned
From Aviation
1. Certification
2. Planning
3. Checklists
4. Communications
5. Monitoring and Control
6. Lessons Learned
7. Risk Management
8. Dashboard
29
`
Air Traffic Control
α PM
Highly professional and fully supportive 24x7
Alert pilots to imminent and potential threats and provide immediate solutions
Outstanding co-ordination and communication with other planes and air traffic control facilities
Flight Across America Air Traffic Control System
Command Center
LaGuardia
30
Project Management Office
Supportive
Facilitative
Directive
Empower project managers and
their teams to deliver projects
successfully.
Focus is on supporting
projects through training,
mentoring, administration and
reporting
Facilitate successful delivery
through provision of
consulting services (such as
project audits and health
checks)
Directly responsible for
projects and project managers
Report project performance
Oversee project performance
and facilitate resolution of key
project issues
Directly responsible for project
performance and resolution of
key project issues
Communicate project
management standards
Develop, implement and
facilitate the application of
project management standards
Apply project management
standards
Communicate project risks
Facilitate the resolution of key
project risks
Manage all project risks
Spectrum of PMO Types
α PM
31
Facilitative PMO Structure
PMO Director
PMO Governance
Facilitate the selection and success of all
projects under the jurisdiction of the PMO PMO Executive Council
Ensure the selection of projects is aligned with business priorities and
capabilities
Provide an effective and consistent set of project management methodologies,
tools and templates and related support and training.
Provide the standard reporting tools (Project Dashboard) , consolidate the
reporting of project performance and support the resolution of key issues and risks
Ensure the successful initiation of projects through mentoring and coaching ,
project resourcing, project scoping, initial Health Check and issues resolution.
Extend support throughout the project, if needed.
Ensure resources are made available with the needed skills and in a timely
manner
Support projects in the completion of their Project Health Checks
Conduct formal Project Audits for projects greater than 10% over budget or
behind schedule
Project Management
Methodologies and
Training
Project
Resourcing
Project
Initiation
Project
Performance
Reporting
Portfolio
Management
Project Health Checks/
Project Audits
α PM
Project
Manager
Advisory
Council
Lessons Learned
32
α PM
Project Management Lessons Learned
From Aviation
1. Certification
2. Planning
3. Checklists
4. Communications
5. Monitoring and Control
6. Lessons Learned
7. Risk Management
8. Dashboard
33
History and Mission
The National Transportation Safety Board is an independent Federal agency charged by
Congress with investigating every civil aviation accident in the United States and significant
accidents in the other modes of transportation -- railroad, highway, marine and pipeline -- and
issuing safety recommendations aimed at preventing future accidents.
The Safety Board determines the probable cause of:
• all U.S. civil aviation accidents and certain public-use aircraft accidents;
• selected highway accidents;
• railroad accidents involving passenger trains or any train accident that results in at least
one fatality or major property damage;
• major marine accidents and any marine accident involving a public and a nonpublic vessel;
• pipeline accidents involving a fatality or substantial property damage;
• releases of hazardous materials in all forms of transportation; and
• selected transportation accidents that involve problems of a recurring nature.
Since its inception in 1967, the NTSB has investigated more than 132,000 aviation accidents
and over 10,000 surface transportation accidents. In so doing, it has become one of the
world's premier accident investigation agencies. On call 24 hours a day, 365 days a year,
NTSB investigators travel throughout the country and to every corner of the world to
investigate significant accidents and develop factual records and safety recommendations.
The NTSB has issued more than 13,000 recommendations in all transportation modes to more than 2,500 recipients. Since
1990, the NTSB has highlighted some issues on a Most Wanted list of safety improvements. Although the NTSB does not
regulate transportation equipment, personnel or operations, and the NTSB does not initiate enforcement action, its reputation for
impartiality and thoroughness has enabled the NTSB to achieve such success in shaping transportation safety improvements
that more than 82 percent of its recommendations have been adopted by those in a position to effect change. Many safety
features currently incorporated into airplanes, automobiles, trains, pipelines and marine vessels had their genesis in NTSB
recommendations.
Reference: http://www.ntsb.gov
Reference: http://www.ntsb.gov/safety/mwl/Documents/MWL_2015_brochure.pdf 34
35
36
National Transportation Safety Board (NTSB)
Cockpit Voice Recorder
Flight Data Recorder
Source: Wikipedia
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37
Ongoing
– Collect “lessons learned” throughout the project
– Synthesize at the end of each phase
– Disseminate and action to address
Topics to address What worked well
What could be done better
– Were requirements, budget and schedules met to client satisfaction
– Was the project methodology effective
– Were risks identified and addressed effectively
– Was team morale good
– Was there good participation by and communications with all stakeholders
– Were deliverables of good quality
– What would you do differently next time
At the end of each phase/project Hold a formal “lessons learned” review with key team members and stakeholders
– Provide an advance agenda
– Facilitate with an external facilitator
– Personal issues are “out of bounds”
– Intent is to improve the process, not find a scapegoat
– Synthesize and disseminate widely
Lessons Learned Best Practice
Foster the application of lessons learned
to future projects across the organization
Lessons Learned
38
α PM
Project Management Lessons Learned
From Aviation
1. Certification
2. Planning
3. Checklists
4. Communications
5. Monitoring and Control
6. Lessons Learned
7. Risk Management
8. Dashboard
39
Risk Management
α PM
Air Traffic Control
- Certification and Training for emergencies
- Airline Operations Control Center
Emergency Response
- Certification and Training for emergencies
Look Ahead
- Weather
- Airport viability
- Traffic
Fuel and Supplies
- Contingency fuel
Pilot and Crew Training
- Certification and Training for emergencies
Aircraft Design
- Key component backup (e.g. Engines, Hydraulics)
- Emergency facilities
- Lessons Learned (NTSB)
40
Risk Management
α PM
Carry out on-going Risk Assessments
• Initiation Phase (Lessons Learned)
• Planning Phase (Risk Management Plan/ Risk Register)
• Executing Phase
• Monitoring and Controlling Phase
• Closing Phase (Lessons Learned)
Address all other Knowledge Areas
• Integration
• Scope
• Time (Schedule)
• Cost (Budget)
• Quality
• Human Resources
• Communications
• Procurement
• Stakeholder
Apply Risk Management Best Practices
1. Use a Risk Checklist/RBS and involve all
stakeholder groups to identify risks
2. Use the Risk Assessment process to justify project
budget contingency. (Carve out a contingency
anyway, if additional $$ not approved).
3. Address all risks with greater than 50%
probability in the project plan
4. Look for opportunities as well as threats
5. Highlight Key Risks in the Project Dashboard and
Executive Steering Committee
6. Ensure action is taken from Lessons Learned
Lessons Learned
41
α PM
Project Management Lessons Learned
From Aviation
1. Certification
2. Planning
3. Checklists
4. Communications
5. Monitoring and Control
6. Lessons Learned
7. Risk Management
8. Dashboard
42 Click here for an interactive view of the Airbus A380 Cockpit
Photo used with permission of the photographer
Reference: The Most Advanced Flight Deck
Aircraft Dashboard
Navigation Display
Primary Flight Display
Engine Warning System Multifunction Display
Onboard Information
System maps, manuals, runway info
Engine Performance
Weather Conditions
Traffic Conditions
Aircraft Speed
Aircraft Altitude
Aircraft Location
Airbus A380-841
43
Project Dashboard
AlphaPM Project Dashboard Tool is also discussed and provided with Webinars APM06 (Earned Value) and APM13 (Project Dashboards)
AlphaPM Project Health Check Tool is provided with Webinar APM09 (Project Health Check Workshop)
Schedule Performance
Cost Performance
Scope Performance
Client Satisfaction Index
Project Resourcing Index
Project Health Check Index
Project Progress
Project Issues/Risks
α PM
Project Management
Lessons Learned From
Aviation
44 α PM
Certification
Checklists
Planning
Monitoring and
Control
Dashboard
Risk Management
Lessons Learned Communications
Questions
45
α PM
Thank you for attending this Webinar!
Project Management Lessons Learned
From Aviation
46
www.alphapm.com
AlphaPM Project Management Webinar Program
Module APM11
Tony Crawford, PMP
www.alphaPM.com
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