1 project management education project management introduction & overview
TRANSCRIPT
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Project Management Education
Project Management
Introduction & Overview
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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
3
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 ITGET ITGET ITGET IT
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Reasons for Project Management
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• 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
Project Management Track Record
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Ten Causes of Project Busts
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Ten Causes of Project Busts
• 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
• * 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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Level 1Embryonic
Level 0
No Problem isrecognized
Project Scope,
Timing, Cost, and Quality
are not monitored
Level 3Growth
A need for improved
project mgmtis recognized
Benefits of improved
project mgmtare understood
Investigationof improvement
is explored
Project planning
is required
Project processes
are developed forproject-to-project
improvement
Project mgmttools are provided
Project status ontiming, cost,
scopeand quality is expected with empirical data
A continuing education program
is establishedfor project mgmt
Support forproject mgmtis evident at various levels
of the organization
Resources areinvested in
education andassistance
More authorityis allocated to
the project team
The managementteam establishes
project mgmt expectations
Level 2Commitment
Integrated cost and
schedule control indicators areimplemented
The organizationestablishes a
project managercareer path
A project mgmtadministrative
office is established
A continuousimprovement
process forproject mgmt is
established
Level 4Maturity
Project Management Maturity
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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
• 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 qualityStakeholders with differing needs and expectationsIdentified 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
• 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
• 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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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.
Due to the complexity and uncertainty of projects, organizations usually divide the project into phases. These phases collectively become the project life cycle.
Project Life Cycle DefinitionProject Life Cycle Definition
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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.
Due to the complexity and uncertainty of projects, organizations usually divide the project into phases. These phases collectively become the project life cycle.
Project Life Cycle Phase DefinitionProject Life Cycle Phase Definition
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Develop
Concept
Define
ExecutingProcesses
ControllingProcesses
Deliver
Plan developed for execution
Plan is executed and Controlled
As the execution is controlled, it may require
additional planning
Plan is successfully executedPlan and execution has been controlled
Feedback in both directions
Project or phase is approvedin order to proceed
Project Lifecycle
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Project Phases
Concept Define Develop DeliverGather DataIdentify Project NeedsEstablish Goals,
objectives, basic economics, feasibility, stakeholders,risk level, strategy, potential team
Estimate ResourcesPresent ProposalObtain approval for
next phase
Appoint Key Team members
Conduct StudiesDevelop Scope
Baseline, products, quality standards, resources, work tasks
Establish Master Plan, Budget, Cash Flow, WBS, Policies and procedures
Assess RisksConfirm JustificationPresent Project BriefObtain approval to
proceed
Set up organization & communications
Motivate TeamDetail RequirementsEstablish Work
Packages and Information Control Systems
Procure goods and services
Execute Work Packages
Direct/Monitor/Fore-cast/Control: Scope, Quality, Time, Cost
Resolve Problems
Finalize product or services
Review and acceptSettle final accountsTransfer product or
service responsibilityEvaluate ProjectDocument Lessons
LearnedRelease/Redirect
ResourcesReassign Project Team
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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
– scope baseline– resources– Products– work tasks– quality standards
• Establish– 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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Influence on Cost
TIME
High
Low
Beginning Phases Intermediate Phases Final Phases
Cost Expenditure
Cost Influence
Abilityto
InfluenceCost
Project Life Cycle PhasesProject Life Cycle Phases
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Resources per Phase
The greatest amount of resource usage normally occurs during the implementation phase of the project.
TIME
Concept Definition Development Delivery
RESOURCES
Project Life Cycle Phases
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Brain Teaser
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Project Management Knowledge Areas
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• 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
9 PMI PM Knowledge Areas
• 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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• Contract / Procurement Management
determines how suppliers will be selected and the contract types that will be administered
• Time Managementdetermines how long each activities takes to complete to ensure timely completion of the project
9 PMI PM Knowledge Areas
• 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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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
Knowledge Areas - Scope
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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
Knowledge Areas - Risk
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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
Knowledge Areas - Quality
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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)
Knowledge Areas - HR
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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
Knowledge Areas - Communication
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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
Contractfor Services
Knowledge Areas - Procurement
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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
C
D E F
G I J K
L M N
Knowledge Areas - Time
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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)
Knowledge Areas - Cost
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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
Knowledge Areas - Integration
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Triple ConstraintAs project managers, we are always trying to
manage the constraints of product, schedule, and budget
Schedule Budget
Pro
duct
… The “Triple Constraint”
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Concept Define Develop Deliver
ScopeTimeCostQualityRiskCommunications
Human Resources
Contract / Procurement
ScopeTimeCostQualityRiskCommunications
Human Resources
Contract / Procurement
ScopeTimeCostQualityRiskCommunications
Human Resources
Contract / Procurement
TIME
ScopeTimeCostQualityRiskCommunications
Human Resources
Contract / Procurement
Life Cycle & Knowledge AreasLife Cycle & Knowledge Areas
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Brain Teaser
1 3 5 7 9WHELMING
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Project Stakeholders
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Project StakeholdersProject 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 StakeholdersThe 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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Categories of project stakeholders:• Internal• External• Owners• Financiers• Suppliers• Contractors• Team Members• Customers
Examples of project stakeholders:• Project Sponsor• Project Manager• Customer(s)• Team Members• Performing Organizations• CFO• Software Supplier• Operator
Project Stakeholders
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Organizational Influences
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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.
ORNon-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.
Organizational Influences
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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-project-driven.
The structure of the organization has many variations:
(1) Functional Organization: “An organizational structure in which staff are grouped hierarchically by specialty.
MGR
CEO
MGR MGR
STAFF STAFF STAFF
Project Coordination
Organizational Influences
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(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.
MGR
CEO
MGR MGR
PROJECTMGR
STAFF STAFF
Project Coordination
Organizational Influences
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Project Size
Project Complexity
Project Duration
Project Budget
Importance to the Organization
Management Philosophy
Physical Location
Number of Participating Groups
The degree an organization is matrixed on a project typically relies upon factors such as:
Organizational Influences
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(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.”
PROJECTMGR
CEO
PROJECTMGR
PROJECTMGR
STAFF STAFF STAFF
Project Coordination
Organizational Influences
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Organizational Type
Functional Weak Matrix Strong Matrix Project
Little/None Limited Moderate/High High/Total
Part-Time
Project Mgr.'sRole
Part-TimeProject Mgmt.Admin. Staff Full-Time
Good ProjectMgmt. System
Full-Time
Percent of TeamAssigned Full
Time
Part-Time
Ability of ProjectTeam to InfluenceOrganizational &Process Changes
Project Mgr.'sAuthority
Part-Time Full-Time Full-Time
Little/None Little Secondary/Integration
Strong System for Projects
None 0-25% 50-90% 80-100%
Little/None Limited Moderate/High High/Total
ProjectCharacteristics
Organizational Influences
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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
Socioeconomic Influences
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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
70
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!