Transcript PROJECT MANAGEMENT LOGIC AND PMBOK STRUCTURE

PROJECT MANAGEMENT
LOGIC AND PMBOK™
STRUCTURE
Vladimir Liberzon
Spider Management Technologies
Moscow PMI Chapter
E-mail: [email protected]
PMBOK™ STRUCTURE
People who lack sufficient practical experience
in Project Management meet with difficulties
when they try to get a clear picture of PM
logic from A Guideline to the PMBOK™.
Novice managers often try to divide
responsibilities among PM team members in
accordance with knowledge areas (Time
manager, Cost manager, Quality manager,
etc.).
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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PMBOK™ STRUCTURE
Most PM knowledge areas are closely
interrelated and can hardly be separated
from each other. For instance, one cannot
change project schedule without affecting
project cost. Besides, it is impossible to
control time or cost (success indicators)
directly but only through resources or
technologies.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
3
PMBOK™ STRUCTURE
Some of knowledge areas are project success
indicators (scope, time, cost and quality),
others are management tools (human
resources, communications, risks,
procurement).
You can analyze time or cost performance and
then make corrective moves using resources
or technologies.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
4
PMBOK™ STRUCTURE
A Guideline to the PMBOK™ can
be
successfully applied to projects only at
those levels where details are not
important. But it does not provide
enough fine tools for more precise
practical project management for which
the resource management is the core
issue.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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PMBOK™ STRUCTURE
I believe that ideological content of A
Guideline to the PMBOK™ can be
reorganized in a more instructive, processoriented way.
I think that it is necessary to recognize six
main PM processes instead of five described
in a Guideline to the PMBOK™.
The additional process
is Analysis.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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PM PROCESSES
INITIATION
PLANNING
CONTROL
PROJECT
MANAGEMENT
PROCESSES
EXECUTION
ANALYSIS
CLOSING
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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PM KNOWLEDGE AREAS
& PM LOGIC
PM functions (knowledge areas) activated in
each of these processes vary significantly.
Description of PM ideology could not be
complete without including Resource
management as a core separate entity.
It is necessary to connect PMBOK™ with the
logic of PM processes.
The PM logic used in the majority of projects
is shown in the next slide.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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PM LOGIC
OBJECTIVES
PROJECT RESULTS
SCOPE
SCOPE DEFINITION
SUCCESS CRITERIA
CONSTRAINTS
CRITERIA
COST
MAIN TOOLS
INTERMEDIATE
TOOLS
TIME
RESOURCES
Contracts
Organization
QUALITY
SCOPE
TECHNOLOGIES
Communications
RISK ANALYSIS
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
Human Resources
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DIFFERENCE BETWEEN
APPROACHES
Russian way of planning projects
(especially in construction industry) is
frequently based on federal, local,
industrial or corporate norms and
standards. These norms usually refer to
resource productivity, cost and material
per unit of activity volume (volume of
work to be done). Usage of these norms
affects the way of planning project
activities.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
10
DIFFERENCE BETWEEN
APPROACHES
Activity Duration Estimating in A Guideline to
the PMBOK™ doesn’t employ this approach.
Actually A Guideline to the PMBOK™ does
not even employ the concept of activity
volumes.
Estimation of activity volumes is associated
with resource planning, cost estimation,
staff acquisition, solicitation planning,
schedule development, cost budgeting and
project plan development.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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PROJECT SCHEDULE
DEVELOPMENT
WBS
LIST OF PROJECT
FRAGNETS AND
ACTIVITIES
FRAGNET AND
ACTIVITY VOLUMES
OR DURATIONS
DATABASE A:
ACTIVITY TYPES MATERIAL
REQUIREMENTS PER
UNIT OF VOLUME
ACTIVITY LINKS
DATABASE E:
ASSIGNMENT TYPES
- FIXED MATERIAL
REQUIREMENTS PER
UNIT OF VOLUME
LIBRARY OF
TYPICAL PROJECT
FRAGNETS
FIXED
ACTIVITY
MATERIAL
REQUIREMENTS
PROJECT
SCHEDULE
FIXED
ASSIGNMENT
MATERIAL
REQUIREMENTS
DATABASE C:
ASSIGNMENT TYPES –
RESOURCE PERCENT
ALLOCATED
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
ORGANIZATIONAL
BREAKDOWN
STRUCTURE
LIST AND QUANTITY
OF PROJECT
RESOURCES AND
MATERIALS
RESOURCE
ASSIGNMENTS
DATABASE B:
ASSIGNMENT TYPES
- RESOURCE
PRODUCTIVITIES
DATABASE D:
RESOURCE TYPES –
MATERIAL
REQUIREMENTS PER
WORK HOUR
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MAIN DIFFERENCE
BETWEEN APPROACHES
The main difference between the described
approaches to the Project Schedule
Development is as follows:
if you use activity volume and resource
productivity as input into planning
process, then activity duration and cost
may be estimated only after assigned
resources have been chosen and project
schedule calculated.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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ACTIVITY COST
COMPONENTS
ACTIVITY COST
 All Assignments
FIXED
ACTIVITY
MATERIAL COSTS
FIXED ACTIVITY
COST
ASSIGNMENT COSTS
 All Materials
{MATERIAL UNIT COST} *
{FIXED ACTIVITY MATERIAL
REQUIREMENTS}
RESOURCE
COSTS
 All Resources
{RESOURCE RATE} *
{ASSIGNMENT
DURATION}
FIXED
ASSIGNMENT
MATERIAL COSTS
 All Materials
{MATERIAL REQUIREMENT
PER RESOURCE WORK HOUR} *
{MATERIAL UNIT COST} *
{ASSIGNMENT DURATION}
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
FIXED
ASSIGNMENT
COST
 All Materials
{MATERIAL UNIT COST}
* {FIXED ASSIGNMENT
MATERIAL
REQUIREMENTS}
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RESOURCE ANALYSIS
Resource analysis is essential part of project
execution analysis. Monitoring of the actual
resource performance permits to employ
methods of adaptive forecasting to predict
trends and future resource productivity and
cost. Usage of project resources varies at
different phases and forecasting that takes
these differences into consideration is
considerably more accurate than the
methods of Earned
Value Analysis.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
15
RISK ANALYSIS
Methods of Risk analysis (PERT, Monte Carlo)
should include estimations and simulations
of activity volume, resource productivity,
resource availability, etc. (not only duration
and cost as in A Guideline to the PMBOK™ ).
Other sections of A Guideline to the PMBOK™
also have to be revised if low level Resource
management processes are to be considered.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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RECOMMENDATIONS


Introduction of Resource management into
A Guideline to the PMBOK™ calls for
revision of ideological content and structure
of the latter.
It is vital to understand that some project
parameters are indicative, while the others
are the tools for project control.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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RECOMMENDATIONS

Analyzing project performance we measure
and analyze the indicative components for
making decisions on corrective moves,
while the project control tools are used for
improving project performance. It would be
helpful to divide Control processes into two
process groups - Analysis and Control.
V.Liberzon /Spider
Management Technologies/
E-mail: [email protected]
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BENEFITS
• Better understanding of PM logic and
PM processes.
• Establishing technological standards
for low level Project Management.
• Developing Project Management
V.Liberzon
/Spider
Technological
Guideline.
Management Technologies/
E-mail: [email protected]
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