pmgt training - part 1&2 - presented

Part 1

• Overview to Project Management

• Project Management Discussion

• Fundamentals of Project Management (from PMBOK)

What is a Project?

� A project is a temporary endeavor undertaken to produce a unique product or service

� Temporary – Definitive beginning and end

� Unique – New undertaking, unfamiliar ground

Temporary UniqueCharacteristics of

Projects

Project Success

Customer Requirements satisfied/exceeded

Completed within allocated time frame

Completed within allocated budget

Accepted by the customer

Project Failure

Scope CreepPoor Requirements

Gathering

Unrealistic planning and scheduling

Lack of resources

What is Project Management

• Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project.

• The purpose of project management is predictionand prevention.

Triple Contraint

Quality

ScopeScope

TimeTime

CostCost

Triple Contraint

• Increased Scope = increased time + increased cost

• Tight Time = increased costs + reduced scope

• Tight Budget = increased time + reduced scope.

Key Areas of Project Management

1. SCOPE MANAGEMENT – Ensuring all the appropriate work within the project scope is completed and only the work within scope is being conducted

2. TIME MANAGEMENT – Schedule Management

3. COST MANAGEMENT – How costs are controlled and incurred costs are paid

4. QUALITY MANAGEMENT – Quality Assurance Plan – How quality control is measured and satisfied

5. HUMAN RESOURCE MANAGEMENT – Development of the project team, reporting structure, resource capacity

Key Areas of Project Management

6. COMMUNICATIONS MANAGEMENT – How project communications will be handled to ensure all project stakeholders are informed

7. RISK MANAGEMENT – Risk Management plan to have all project stakeholders in agreement on how project risks will be handled (aversion, mitigation or assumption)

8. PROCUREMENT MANAGEMENT – Procurement process, contract processes

9. INTEGRATION MANAGEMENT – Integration of all areas of project management to develop a cohesive project plan

1. Scope Management

� Primarily it is the definition and control of what IS and IS NOT included in the project.

1. Scope Management

• Project Scope Management is the process to ensure that the project is inclusive of all the work required, and only the work required, for successful completion.

• Primarily it is the definition and control of what IS and IS NOT included in the project.

2. Time Management

� includes processes required for the timely completion of

a project

� processes include

1. defining activities

2. sequencing activities

3. estimating resource activities

4. estimating duration of activities

5. developing the project schedule

6. controlling the project schedule

3. Issue Management

• Issues are restraints to accomplishing the deliverables of the project.

• Typically identified throughout the project and logged and tracked through resolution.

Rope not thick

Issue… already impacting the cost, time or quality

3. Issue Management

• Issues are restraints to accomplishing the deliverables of the project.

• Issues are typically identified throughout the project and logged and tracked through resolution.

• In this section of the plan the following processes are depicted:� Where issues will be maintained and tracked

� The process for updating issues regularly

� The escalation process

� The vehicle by which team members can access documented issues

4. Cost Management

• This process is required to ensure the project is completed within the approved budget and includes:

Resources

people

equipment

materials

Quantities

Budget

4. Cost Management

• This process is required to ensure the project is completed within the approved budget and includes:� Resource Planning - The physical resources required (people, equipment, materials) and what quantities are necessary for the project

� Budget

� Budget estimates

� Baseline estimates

� Project Actuals

5. Quality Management

• Quality Management is the process that insure the project will meet the needs

“conformance to requirements” - Crosby

“fitness for use” - Juran

“the totality of characteristics of an

entity that bear on its ability to

satisfy stated and implied need’ - ISO 8402:1994

5. Quality Management

• Quality Management is the process that insure the project will meet the needs via:

� Quality Planning, Quality Assurance, and Quality Control

�Clearly Defined Quality Performance Standards

�How those Quality and Performance Standards are measured and satisfied

�How Testing and Quality Assurance Processes will ensure standards are satisfied

�Continuous ongoing quality control

6. Communications Management

• This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information

6. Communications Management

• This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information using:� Communications planning

� Information Distribution

� Performance Reporting

• Define the schedule for the Project Meetings, Status Meetings and Issues Meetings to be implemented

7. Risk Management

• Risk identification and mitigation strategy

• Risk update and tracking

Tree – location, accessibility,

ownership Weather

Risk… POTENTIAL negative impact to project

7. Risk Management

• Risk identification and mitigation strategy

• When\if new risks arise

• Risk update and tracking

8. Procurement Management

• processes to purchase/acquire the products, services or results needed to perform the project work

• includes contract management and change control processes to administer contracts or purchase orders

• processes include:

• planning purchases and acquisitions

• contract planning

• requesting seller responses

• selecting sellers

• contract administration

• contract closure

9. Integration Management

• Define how changes to the project scope will be executed

� Formal change control is required for all of the following

1. Scope Change

2. Schedule changes

3. Technical Specification Changes

4. Training Changes

• All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes

Tea Break

12/01/2013

Continue

12/01/2013

Project Management Discussions


People Skill

To help maintain relationships and manage performance

throughout a project

Be aware of the performance environment

Practice these skills for Project Management Discussions:

• Questioning

• Listening

• Pinpointing

• Giving Feedback

Manage involvement and participation


The Performance Environment is the set of conditions which affect the behavior of the performer

To help promote desirable performance


Project Management Discussion is a conversation between the project manager and others

To clarify or resolve issues

To set expectations or give feedback

Give/Gather information

Gain and test understanding

Determine action

Project Management Discussions are used in all phases of a project,

formally and casually


Questioning Skills

To help gather, clarify and confirm information

Ask open questions to uncover or clarify

Ask closed questions to confirm

Questions to the Void to get more specific or more complete information


Open Questions are questions that prompt answers in phrases or sentences

To gather or clarify new information

Start questions with “What, Where, When, How, Who, Why…”

Listen for many different possible answers


Closed Questions are questions that define the possible answers by the way they are asked

To check answers and show that you understand them

Start questions with “Do, Have, Will, Can, Are, Is…”

Be ready for a long answer even though you expect a short one


Questioning to the void is the set of conditions which affect the behavior of the performer

To make issues specific and easier to work on

Ask:

Turn-around questions

• Re-ask about the answer you get

• Looking for the most specific answer

“What else” questions

• Re-ask the questions in the same form

• Looking for the most complete answer

“The Void” is when you stop making progress


Active Listening is giving attention and providing feedback to the speaker

To ensure clear, open communication

Establish contact

Face the speaker… look at them

Give them time to talk

Ask for clarification if you need it

Acknowledge

Reflect enthusiasm or concern

Rephrase or ask confirming questions

Summarize facts and feelings

Avoid the barriers to listening


Deep Listening is listening for feelings and commitment

To help recognize performance concerns

Use active listening to start

Listen for expressions of feeling

• Tone of voice

• Facial expressions

• “Loaded” words

Test for empathy

Reflect or show your feelings

Ask closed questions to confirm


Pinpointing is describing performance in terms of specific behavior or results

To set clear expectations and give clear feedback

Describe the performance in observable terms

Separate and clarify

Avoid labels and other value laden words

Inferences, generalities, assumptions or judgments


Feedback is information given to others about their performance

To support or improve performance

Spot opportunities

Look for things that have impact

Look for success as well as trouble

Pinpoint what you saw

Describe the impact

Pinpoint what you want

Test for understanding and agreement


Project Meeting

To improve communication

To increase involvement and participation

Pinpoint your reason to meet

Choose who to involve and why

Communicate the time, place and purpose

Separate WHAT you work on from HOW you work

Keep your work visible for the group

Document and distribute results


Project Management Software

Help to guide you to fulfil the Project Management process

Save time and effort during planning and implementation

Easy distribution to team members

Easy setting up of parameters and project rules

Gantt Chart auto creation

Choose and learn Project Management Software

General Management Skills

• Leading

• Communicating

• Negotiating

• Problem solving

• Influencing the organization

Leading

• Establish direction

• Align people

• Motivate and inspire

Communicating

• Written and oral, listening and speaking• Internal, external• Formal, informal • Vertical and horizontal• Customer orientation (listening to the customers needs and requirements)

• Choice of media

• Writing Style

• Presentation techniques

• Meeting management

Communicating

Negotiating

• Conferencing with others to come to terms or reach an agreement

• Assisted negotiation� Arbitration

� Mediation

• Working with the customer to insure needs (project goals) are met

• Insuring customer satisfaction

Negotiation during project life

• Scope, cost, and schedule objectives

• Changes to scope, cost, and schedule objectives

• Contract terms and conditions

• Assignments

• Resources

Problem Solving

• Distinguish between causes and symptoms

• Problems can be� Internal/external

� Technical/managerial

� Interpersonal

Decision making

• Analysis to generate viable solutions

• Can be made or obtained (e.g. from the customer)

• Time relevance (too early or too late may not work)

Influencing the Organization

• Ability to get things done

• Understand the formal and informal structures of all the organizations involved

� The performing organization

� The customer

� Contractors

� Etc.

• Understand the politics.

• “politics is about getting collective action from a group of people who may have different interests. ….use of conflict and disorder creatively.”

• Understand the power. “the potential ability to influence behavior, to change the course of events, to overcome resistance, get people to do things they would not otherwise do.”

Introduction to the PMBOK

• Purpose of the PMBOK- identify and codify good practices

• The team decided what parts of the PMBOK practices to use

PMBOK Defined

• Identifies good practices for a project and project manager

• Even though the PMBOK is ANSI Standard the details of every topic are not elaborated

Khalis

Sticky Note

Project management body of knowledge

Khalis

Sticky Note

American standard

Purpose of the PMBOK

• Generally recognized practices

• Provides a shared vocabulary and structure for discussion

• The PMBOK is a foundational publication for reference, preparation for certification, standardized training

Projects versus Operations

Projects

� Performed by people

� Constrained by limited resources

� Planned, executed and controlled

� Temporary

� Unique

Operations

• Performed by people

• Constrained by limited resources

• Planned, executed and controlled

• Ongoing

• Repetitive

What is a project?

• Temporary with a beginning and end

• Creates a unique product, service or result

• Progressive elaboration

• Done for a purpose

• Has interrelated activities

Temporary

• Definite beginning and end

• End is reached when the project objectives have been achieved

• Market window

• Ad hoc team

Unique

• Something new

• Size does not matter� New airliner

� Bring a new drug to market

• Requires progressive elaboration

� Progressive

�Proceeding in steps

�Continuing steadily in increments

� Elaboration

�Worked out with care and detail

�Developed thoroughly

The Strategic Plan and Projects

• Market demand for a new product or service

• Organizational effecting a change in structure, staffing, or style of an organization

• Legal requirement

Some Types of Projects

• Developing or acquiring a new or modified information system

• Constructing a Building

• Running a campaign for political office

• Implementing a new business

Related Areas

� Program:

� A group of projects managed to obtain benefits not available from managing them individually

� May involve

�Ongoing operations

�Program managers

What is project management?

• Application of :

� Knowledge

� Skills

� Tools and techniques

� To project activities to meet or exceed stakeholders’ expectations while using resources efficiently and effectively

Managing a project includes:

• Identifying the requirements

• Establishing clear and achievable objectives

• Balancing the competing demands for quality, scope, time, and cost

• Adapting specifications, plans, and concerns of the stakeholders

What is a stakeholder?

• Project manager

• Customer

• Performing organization

• Sponsor

• Team

• Internal/external

• End user

• Society, citizens

The project management team must:

• Identify stakeholders

• Determine their needs and expectations

• Manage and influence those expectations

Meeting Stakeholders’ Objectives

• Balancing competing demands� Scope, time, cost, and quality

� Stakeholders with different needs and expectations

� Identified requirements (needs) and unidentified requirements (expectations)

• PMI does not approve of gold plating

• The Needs of all Stakeholders should be taken into account on all projects

• Stakeholder management is a proactive task

• The project manager must identify all stakeholders and incorporate their needs into the project

PMBOK 9 Knowledge Areas

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management

Programs and Program Management

• Groups of projects that can be coordinated together to obtain financial and or other gains.

Portfolios and Portfolio Management

• Projects grouped together for strategic management

Program Management Office

• Organization under which projects can be centralized and coordinated

End of Part 1

Thank You

Lunch

12/01/2013

Part 2

• Introduction to Project Life Cycle

Role of a Project Manager

Process Responsibilities People Responsibilities

• Project issues • Disseminating project information•Mitigating project risk • Quality •Managing scope •Metrics •Managing the overall work plan

• Implementing standard processes• Establishing leadership skills• Setting expectations• Team building• Communicator skills

9 Knowledge Areas, 5 Process Groups and 42 Processes

9 knowledge areas Inititing Planning Executing Monitor & Control Closing

1. Project Integration Mgt 1.1 Develop Project Charter 1.2 Develop Proj Mgt Plan 1.3 Di rect & Mana ge Project Execution 1.4 Monitor & Control Project Work

1.5 Perform Integrated Cha nge

Control

1.6 Close project / Pha se

2. Project Scope Mgt 2.1 Col lect Requirement

2.2 Define Scope

2.3 Create WBS

2.4 Veri fy scope

2.5 Control scope

3. Project Time Mgt 3.1 Define activi ties

3.2 Sequence activi ties

3.3 Es timates activi ties resources

3.4 Es timates activi ties dura tion

3.5 Develop schedule

3.6 Control Schedule

4. Project Cost Mgt 4.1 Es timates Cost

4.2 Define Budget

4.3 Control Cost

5. Project Quality Mgt 5.1 Pla n Qual i ty 5.2 Perform Qual i ty Assuarance 5.3 Perform Qual i ty Control

6. Project HR Mgt 6.1 Develop HR Plan 6.2 Aquire project team

6.3 Develop project team

6.4 Mana ge project team

7. Project Comm Mgt 7.1 Identi fy Stakeholders 7.2 Pla n comm 7.3 Dis tribute information

7.4 Mana ge Stakeholder expectations

7.5 Report Performance

8. Project Risk Mgt 8.1 Pla n ri sk mgt

8.2 Identi fy ri sk

8.3 Perform qual i tative ri sk ana lys is

8.4 Perform quanti tative ri sk analys is

8.5 Risk response

8.6 Monitor and control ri sks

9. Project Procurement Mgt 9.1 Pla n procurement 9.2 Conduct procurement 9.3 Adminis ter procurement 9.4 Close procurement

5 Process Groups

Level of Activity and Overlap of Process Groups Over Time

A typical Project Life Cycle - Example

1. Initiation Phase

2. Planning Phase

3. Implementation

Phase

4. Deployment

Phase

5. Closing Phase

1. Initiation Phase - Activities

Main Activities

1. The earliest part of a project when the purpose and requirements are clarified

2. Determine goals, scope and project constraints

3. Identify members and their roles

4. Define communication strategy - channels, methods, frequency and content

5. Risk management identification and assessment

6. Define the need, Return of Investment Analysis

7. Make or Buy Decision - Contract Preparation

8. Project Kick-off

9. Confirm High-level Project Scope

10. Resources Mobilization

11. Set up Project Organization Structure

1. Initiation Phase - Deliverables

1. Project Charter

2. Preliminary Project Plan

3. Project Kick-off Presentation

4. High level Scope of Work (SOW)

5. Contract Draft

6. Project Organization Chart

7. Project Roles and Responsibilities

8. Updated Project Plan

9. Project Risk Management Plan

10.Project Communication Plan

2. Planning Phase - Activities

1. Scope Management Planning

2. Schedule Management Planning

3. Schedule Baseline Development

4. Project Risk Assessment

5. Quality Management Planning

6. Delivery Management Planning

7. Communication Management Planning

8. Project Resource Management Planning

9. Change Control Management Planning

10. Project Cost & Budgeting Planning

Work Breakdown Structure

� For defining and organizing the total scope of a project

� First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope.

� Subsequent levels -represent 100% of the scope of their parent node

2. Planning Phase - Deliverables

1. Scope Management Plan

2. Schedule Management Plan

3. Schedule Baseline

4. Project Risk Management Plan

5. Project Risk Register

6. Quality Management Plan

7. Delivery Management Plan

8. Communication Management Plan

9. Project Resource Management Plan

10. Change Control Management Plan

11. Project Cost & Budget Documentation

3. Implementation Phase - Activities

1. Products and Services Deliveries According To Approved Plan

2. Project Information Distribution3. Progress Reporting4. Project Team Development5. Quality Assurance

3. Implementation Phase - Deliverables

1. Product Deliveries2. Services Deliveries (installation, training, testing

activities, etc)3. Project Communication Documentation (emails, faxes,

technical documents, minutes, etc)4. Progress Reports5. Invoices6. Change Request (if any)

4. Deployment Phase - Activities

1. Performance Measuring and Tracking

2. Quality Control

3. Deliverables Review & Acceptance

4. Contract Performance Monitoring

5. Risk and Problems Management

6. Controlling Project Changes

7. Project Team & Resource Management

8. Project Stakeholders Management

4. Deployment Phase - Deliverables

1. Schedule Progress Update2. Project Issue/Problem Update3. Test Result Documentation4. Approved Change Request (if any)5. Reviewed Documents (if any)

5. Closing Phase - Activities

1. Stage Closure

2. Contract Closure

3. Lessons Learned Collection and Compilation

4. Project Closure

5. Project Hand-over

5. Closing Phase - Deliverables

1. Sign-off Documentation for jobs performed and Installed Products

2. Warranty Commencement Notification of Installed Products or Completed Services

3. Certificate Of Final Acceptance (COA)4. Lessons Learnt Documentation

12/01/2013

End of Part 2