Transcript Project Management Overview

Project Management Education
Project Management
Introduction & Overview
1
Agenda
• Introductions
• Project Management
Overview
• Role/Skills of a Project
Manager
• Project Lifecycle
• Nine Project Management
Areas of Knowledge
• Project Stakeholders
• Organizational Influences
• Wrap-up
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Introductions
• Name
• Department
• Number of years at the
company
• Number of projects you
have managed
• Average size of project
you have managed
• Course expectations
• Ice breaker
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Ground Rules
• Level Playing Field (titles
left at the door)
• One conversation at a time
• Respect opinions of others
• No beating a dead horse
• Come back from breaks
ON TIME
• Have FUN
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Course Objectives - to Understand:
• Characteristics of a project
• Characteristics of a project
manager
• The project lifecycle
• The areas of knowledge for
project management
• The role and importance of
project stakeholders
• How project management
operates within an
organizational structure
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Student Objectives
• What are your
objectives?
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Brain Teaser
GET IT
GET IT
GET IT
GET IT
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Reasons for Project Management
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Project Management Track Record
• 50% of all finished projects contain < 70% of
original functionality - Center for Project Management
• Of the 175,000 projects costing $250 billion
each year, 52.7% will over run their cost
estimates by 189% - Standish Group
• 31% of all projects were cancelled before they
ever got completed - Standish Group
• Less than1% of all systems development efforts
are completed under budget and meeting user
requirements - T. Capers Jones
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Ten Causes of Project Busts
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Ten Causes of Project Busts
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Poor problem definition
Lack of support
No one in charge
Project plan lacks structure
Project plan lacks detail
Project is under funded
Insufficient resources
Poor tracking
Poor communication
Project strays from goals
– IS Managers Survey
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Ten Causes of Project Busts
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* Poor problem definition
* Lack of support
* No one in charge
* Project plan lacks structure
* Project plan lacks detail
* Project is under funded
* Insufficient resources
Poor tracking
* Poor communication
Project strays from goals
– IS Managers Survey
* project initiation and planning will
help mitigate
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Project Management Maturity
Level 0
Level 1
Embryonic
Level 2
Commitment
No Problem is
recognized
A need for
improved
project mgmt
is recognized
Project
Scope,
Timing, Cost,
and Quality
are not
monitored
Benefits of
improved
project mgmt
are understood
Resources are
invested in
education and
assistance
Investigation
of improvement
is explored
More authority
is allocated to
the project team
Project
planning
is required
The management
team establishes
project mgmt
expectations
Level 3
Growth
Level 4
Maturity
Support for
Project processes Integrated cost
project mgmt
are developed for
and
is evident at
project-to-project schedule control
various levels
improvement
indicators are
of the organization
implemented
Project mgmt
The organization
tools are provided
establishes a
project manager
career path
Project status on
timing, cost,
scope
and quality is
expected with
empirical data
A continuing
education
program
is established
for project mgmt
A project mgmt
administrative
office is
established
A continuous
improvement
process for
project mgmt is
established
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Why This Course?
• The company is serious
about adopting and
implementing proven
project management
framework
• Course will explain
purpose and processes of
project management
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Project Management Overview
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Definition of a Project
• As defined by the Project Management Institute:
– “A temporary endeavor undertaken to create a unique
product or service.”
– A project has a definite beginning with a definite end. The
end is achieved when the project’s objectives of scope,
timing, cost and quality have been reached or when these
objectives cannot be reached and the project is terminated.
– A unique product or service implies it has not been done
before or it is different in some distinguishing way from
similar products or services.
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Characteristics of a Project
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Brings change to an existing organization
Is a unique effort - one which is not repeated over time
Resources are allocated for the duration of a project only
Typically involves a temporary organization (formal or
informal)
Often causes conflicts with existing operational resources
Usually involves cross functional resources
Has a defined start and end point, not an ongoing effort
Estimates for timing and cost are mere estimates
Changes to the scope and objectives can occur during the
project lifecycle
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Definition of Project Management
• As defined by the Project Management Institute,
in the Project Management Body of Knowledge:
– “Project management is the application of knowledge, skills tools
and techniques to project activities in order to meet or exceed
stakeholder needs and expectations from a project.”
– This involves balancing competing demands among:
 Scope, time, cost and quality
 Stakeholders with differing needs and expectations
 Identified requirements (needs) and unidentified requirements
(expectations)
– Program Management is a group of related projects managed in a
coordinated way. Also synonymous with project management in
some organizations.
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The Project Management Institute
• PMI® is the leading
nonprofit professional
association in the area of
Project Management.
• PMI establishes Project
Management standards,
provides seminars, and
educational programs.
• PMI offers professional
certification through the
Project Management
Professional (PMP)
certification
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Characteristics of a Project Manager
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Communication skills
Facilitation skills
Leadership skills
Organizational skills
Negotiating skills
Project Management
Technical skills
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Communication Skills
• Excellent verbal skills
– with peers, management
customers…
• Good writing skills
– memos, status reports,
meeting minutes...
• Excellent meetings skills
– agenda preparation, meeting
facilitation, issues
identification...
• Good Listener
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Facilitation Skills
• Facilitates conflict
resolution
– team member to team
member
– team member to
functional organization
– project to organization
– project to stakeholder
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Leadership Skills
• Ability to form a team
and develop team
cohesiveness
• Understands how to
motivate team and
achieve results
• Understands how to
motivate individuals
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Organizational Skills
• Good personal time
management
• Delegates/evaluates
issues
• Ability to multi-task
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Negotiating Skills
• Contract services
• Purchased goods for the
project
• Resources from
participating functional
organizations
• Stakeholder requirements
and expectations
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Project Management Technical Skills
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Time management
Cost management
Quality management
Requirements management
Issues management
Scope management
Creates alternatives to correct
deteriorating trends
• Effectively manages multiple
projects
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Group Exercise
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Brain Teaser
STROKES!
Strokes
Strokes
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Project Lifecycle
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Project Life Cycle Definition
Due to the complexity and uncertainty of projects,
organizations usually divide the project into phases.
These phases collectively become the project life cycle.
Characteristics of a Project Life Cycle:
 Cost and resources are at lower levels during the beginning, peak
towards the middle and end, and drop-off rapidly near the end.
 Probability of completing the project successfully is lowest at the
start, hence risk and uncertainty is greatest at the beginning.
 The ability of stakeholders to influence the cost and outcome of the
project is greatest at the beginning.
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Project Life Cycle Phase Definition
Due to the complexity and uncertainty of projects,
organizations usually divide the project into phases.
These phases collectively become the project life cycle.
Characteristics of a Project Phase:
 Completion of one or more deliverables.
 Phases are generally sequential, but may overlap.
 The end of each phase normally involves a review of the
deliverables.
 These reviews require a decision to either move forward to the
next phase, perform further work in the current phase or terminate
the project altogether.
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Project Lifecycle
Concept
Project or phase is approved
in order to proceed
As the execution is
controlled, it may require
additional planning
Develop
Controlling
Processes
Define
Plan developed for execution
Plan is executed and Controlled
Feedback in both directions
Plan and execution
has been controlled
Executing
Processes
Plan is successfully executed
Deliver
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Project Phases
Concept
Define
Develop
Deliver
Gather Data
Identify Project Needs
Establish Goals,
Appoint Key Team
Set up organization &
Finalize product or
members
Conduct Studies
Develop Scope
Baseline, products,
quality standards,
resources, work tasks
Establish Master Plan,
Budget, Cash Flow,
WBS, Policies and
procedures
Assess Risks
Confirm Justification
Present Project Brief
Obtain approval to
proceed
communications
Motivate Team
Detail Requirements
Establish Work
Packages and
Information Control
Systems
Procure goods and
services
Execute Work
Packages
Direct/Monitor/Forecast/Control: Scope,
Quality, Time, Cost
Resolve Problems
services
Review and accept
Settle final accounts
Transfer product or
service responsibility
Evaluate Project
Document Lessons
Learned
Release/Redirect
Resources
Reassign Project Team
objectives, basic
economics, feasibility,
stakeholders,risk level,
strategy, potential team
Estimate Resources
Present Proposal
Obtain approval for next
phase
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Project Life Cycle - Concept Phase
• Gather Data
• Identify project needs
• Establish goals, objectives,
feasibility, stakeholders, risk
level, strategy, potential team
• Estimate resources
• Present proposal
• Obtain approval for next
phase
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Project Life Cycle - Define Phase
• Appoint key team members
• Conduct studies
• Define
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scope baseline
resources
Products
work tasks
quality standards
• Establish
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master plan
WBS
Budget
policies & procedures
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Project Life Cycle - Develop Phase
• Set up organization and
communications
• Motivate team
• Detail requirements
• Establish work packages and
information control systems
• Procure goods and services
• Execute work packages
• Direct, monitor, forecast,
control: scope, time, quality &
cost
• Resolve Problems
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Project Lifecycle - Deliver Phase
• Finalize product or
services
• Review and accept
• Settle final accounts
• Transfer product or
service responsibility
• Evaluate project
• Document lessons learned
• Release/redirect resources
• Reassign project team
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Project Life Cycle Phases
Influence on Cost
High
Beginning Phases
Intermediate Phases
Final Phases
Cost Expenditure
Ability
to
Influence
Cost
Cost Influence
Low
TIME
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Project Life Cycle Phases
Resources per Phase
Concept Definition
Development
Delivery
R
E
S
O
U
R
C
E
S
TIME
The greatest amount of resource usage normally occurs
during the implementation phase of the project.
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Brain Teaser
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Project Management Knowledge
Areas
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9 PMI PM Knowledge Areas
• Scope Management
•understanding what is to be
accomplished, by who and when?
Ensure everyone focused on the
right activity at the right time
• Risk Management
•minimizing threats and weakness
while optimizing opportunities and
strengths
• Quality Management
•determining the quality policy of
the project and then determining
the practices to ensure project
quality
• Human Resource
Management
•determining the roles and
responsibilities of the resources
necessary to support the project as
well as the skills and timing needs
• Communications
Management
•determines what will be
communicated, Frequency of
communications and who will
receive communications
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9 PMI PM Knowledge Areas
• Contract / Procurement
Management
determines how suppliers will be
selected and the contract types that
will be administered
• Time Management
determines how long each activities
takes to complete to ensure timely
completion of the project
• Cost Management
determines the costs of resources
and materials to ensure that the
project is completed within the
approved budget
• Integration Management
Each BOK is integrated with each
other at differing degrees of
application depending on where
and when you are in the life cycle
phase
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Knowledge Areas - Scope
Scope Management
– “The function of controlling a project in terms of its deliverables and
objectives through the concept, development, implementation and
termination phases of a project.” (PMBOK)
Key Points:
– Establish and document the project deliverables and objectives
– Scope statement, items included and not included Justification,
Overall Timing, Financial Budget, Assumptions and Constraints
– Work Breakdown Structure, basis of work
– Resources are defined and they support the deliverables,
objectives, scope and WBS
– Implementing a change control process on the project deliverables,
resources, WBS
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Knowledge Areas - Risk
Risk Management
–
“The formal process of identifying, analyzing and responding to risk
factors throughout the life of a project and in the best interest of its
objectives.” (PMBOK)
Key Points:
–
–
–
“Project risk is the chance of uncertain occurrences that will
adversely affect project activities.” (PMBOK)
Identification of risk - Impact analysis - Response system and
Response planning
Goal: Reduce the likelihood and impact of a negative event or
optimize opportunity
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Knowledge Areas - Quality
Quality Management
– “Quality itself is the composite of material attributes of the product
process or service that is required to satisfy the need for which the
project is launched.” (PMBOK)
Key Points:
– Proceed through a project’s four phases with zero deviations from
the project specifications/objectives
– Improve the quality of the project process and the quality of the
project outcome improves
Q
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Knowledge Areas - HR
Human Resource Management
– “The function of directing and coordinating human resources
throughout the life of the project by applying the art and science of
behavior and administrative knowledge to achieve predetermined
project objectives of scope, cost, time quality and participant
satisfaction”. (PMBOK)
Key Points:
– Identify the necessary skills for the success of the project
– Choose the right people for the project (most available and qualified
for the assignment)
– Set up the right organization (functional, matrix, project)
– Communications (how teams communicate inter and intra-team
– Team building (team formation and conflict resolution)
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Knowledge Areas - Communication
Communications Management
– “The proper organization and control of information transmitted by
whatever means to satisfy the needs of the project. It includes the
processes of transmitting, filtering, receiving and interpreting or
understanding information using appropriate skills according to the
application in the project environment.” (PMBOK)
Key Points:
– Communication can be upward, downward, lateral or diagonal
– Mediums include: oral, verbal, written, non-verbal and visual
– Barriers to communication - withholding information, hidden agendas
or mixed messages
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Knowledge Areas - Procurement
Contract / Procurement Management
–
“The function through which resources (including people, plant,
equipment and materials) are acquired for the project (usually
through some form of formal contract) in order to produce the end
product.” (PMBOK)
Key Points:
–
–
–
Objective - Acquisition - Procurement
Acquisition: Methods, source selection, contract type, documents,
bidding process, evaluation/negotiations award
Allocation of risk: Firm fixed price, cost plus fixed fee
Contract
for Services
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Knowledge Areas - Time
Time Management
– “The function required to maintain appropriate allocation of time to
the overall conduct of the project through the four phases of the
project by means of the processes of the time planning, time
estimating, time scheduling and schedule control.” (PMBOK)
B
L
C
G
D
E
M
N
I
J
F
K
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Knowledge Areas - Cost
Cost Management
– “The function required to maintain effective financial control of the
project through the processes of evaluating, estimating, budgeting,
monitoring, analyzing, forecasting and reporting the cost
information.” (PMBOK)
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Knowledge Areas - Integration
Integration Management
– “The processes required to ensure that the various elements are
properly coordinated. It involves making tradeoffs among competing
objectives and alternatives in order to meet or exceed stakeholder
needs and expectations.” (PMBOK)
Key Points:
– Project plan development - taking the results of other planning
processes and putting them into a consistent, coherent document
– Project plan execution - carrying out the project plan by performing
the activities included therein
– Overall change control - coordinating changes across the entire
project
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Triple Constraint
As project managers, we are always trying to
manage the constraints of product, schedule, and
budget
… The “Triple Constraint”
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Life Cycle & Knowledge Areas
Concept
Define
Develop
Deliver
TIME
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Brain Teaser
13579
WHELMING
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Project Stakeholders
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Project Stakeholders
Project Stakeholders are: “individuals and
organizations who are actively involved in the project,
or whose interests may be positively or negatively
affected as a result of project execution or successful
project completion”.
The project management team must:
• Identify the project stakeholders
• Determine their requirements
• Determine their expectations
• Manage and influence these requirements and
expectations
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Project Stakeholders
The management of the project stakeholders’
requirements and expectations can be extremely
difficult.
The project management team should
resolve conflicts in favor of the project customer.
Conflicts may surface, such as:
The customer requires a modernized information
system with a finite budget and implementation in a
short period of time, while the Chief Information
Officer expects the project to include state-of-the-art
networking technology.
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Project Stakeholders
Categories of project stakeholders:
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Internal
External
Owners
Financiers
Suppliers
Contractors
Team Members
Customers
Examples of project stakeholders:
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Project Sponsor
Project Manager
Customer(s)
Team Members
Performing Organizations
CFO
Software Supplier
Operator
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Organizational Influences
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Organizational Influences
Projects are part of an organization, which will influence
the project during it’s life cycle.
Organizations can be classified as:
Project-Driven Organizations
operations deal primarily with projects. These organizations derive
their revenue from performing projects for others or the organization
has adopted management by projects.
OR
Non-Project-Driven Organizations
which derive their primary revenue from operations other than projects.
Insurance companies, financial institutions, manufacturing companies
and utility companies are normally examples of non-project-driven
organizations.
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Organizational Influences
The project management team needs to be aware of the type of
organization they are working within. The organizational influences will vary
significantly with the degree of operations from project-driven to non-projectdriven.
The structure of the organization has many variations:
(1) Functional Organization: “An organizational structure in which staff are
grouped hierarchically by specialty.
Project Coordination
CEO
MGR
MGR
MGR
STAFF
STAFF
STAFF
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Organizational Influences
(2) Matrix Organization: “Any organizational structure in which the
project manager shares responsibility with the functional managers for
assigning priorities and for directing the work of individuals assigned to
the project.”
Matrix organizations can vary from a weak matrix, where most of the
characteristics of a functional organization exists and the project
manager has limited authority, to a strong matrix organization, where
the project manager has an equal or greater authority on the project
than the functional organizations.
CEO
MGR
MGR
MGR
PROJECT
MGR
STAFF
STAFF
Project Coordination
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Organizational Influences
The degree an organization is matrixed on a project typically
relies upon factors such as:
Project Size
Project Complexity
Project Duration
Project Budget
Importance to the Organization
Management Philosophy
Physical Location
Number of Participating Groups
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Organizational Influences
(3) Project Organization: “Any organizational structure in which the
project manager has full authority to assign priorities and to direct the
work of individuals assigned to the project.”
CEO
PROJECT
MGR
PROJECT
MGR
PROJECT
MGR
STAFF
STAFF
STAFF
Project Coordination
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Organizational Influences
Organizational
Type
Functional
Weak Matrix
Strong Matrix
Project
Project Mgr.'s
Authority
Little/None
Limited
Moderate/High
High/Total
Project Mgr.'s
Role
Part-Time
Part-Time
Full-Time
Full-Time
Project Mgmt.
Admin. Staff
Part-Time
Part-Time
Full-Time
Full-Time
Good Project
Mgmt. System
Little/None
Little
Percent of Team
Assigned Full
Time
None
0-25%
Project
Characteristics
Ability of Project
Team to Influence
Organizational &
Process Changes
Little/None
Limited
Secondary/
Integration
50-90%
Moderate/High
Strong System
for Projects
80-100%
High/Total
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Socioeconomic Influences
The project management team needs to recognize the potential
socioeconomic influences on the project. These influences can
be as great or greater than organizational influences.
Some examples are:
Regulations - building codes, Nuclear Regulatory Commission on
construction of a nuclear power plant, government contracts
Standards - EDI, metric vs. U.S system, wire color
International - time zone differences, holidays, politics, transportation
Cultural - education, religious, attitudes, beliefs
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Class Wrap-Up
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Course Objectives - Review
• Characteristics of a project
• Characteristics of a project
manager
• The project lifecycle
• The areas of knowledge for
project management
• The role and importance of
project stakeholders
• How project management
operates within an
organizational structure
69
Wrap Up Student Objectives
• Did we meet your
objectives?
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/ Chart
• What was good about
the class?
• What could be
improved?
• What could be
changed to make the
class better?
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Thank You!
• Please fill out the class
evaluation and give it
to the instructor before
you leave!
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