project management frameworks v1.0

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BEN610—PROJECT MANAGEMENT PRINCIPLES

Week One—Project Management: An Overview

Queensland University of Technology

CRICOS No. 00213J

Introductions

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A Case Study in Project Management or Mayhem

So How Old is the Term “Project Management”

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So How Old is the Term “Project Management”

Errors in Google Book indexing

http://www.youtube.com/user/projectlessons#p/a/u/1/C1uxCBx2‐UQ

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PMBoK BiographyName: PMBoKAge: ~26 yearsBirth Certificate: A Guide to the Project Management Body of KnowledgeNationality: InternationalNationality: InternationalMajor Life-Events:

Owned by Project Management Institute1987—’Project Body of Knowledge’1996—’A Guide to the Project Management Body of Knowledge—First Edition2000—Second Edition2005—Third Edition2009—Fourth Edition, synchronized with release of new Portfolio, Program, Organizational Project Maturity standards

Other related standards for: Construction, Public Sector, Earned Value Management, Configuration Management, Risk Management, Scheduling, Project Estimating

7Adapted from: http://www.anthonyyeong.com/p2&pmbok.htm

Project Management Institute

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PMI

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Prince2 BiographyName: PRINCE2 (Project In Controlled Environment Version 2) Age: 34 yearsBirth Certificate: Managing Successful Projects with PRINCE2Nationality: UKMajor Life-Events:1975—Originated from proprietary system known as PROMPT developed by Simpact Systems1989—Purchased by UK Government, renamed PRINCE, placed in public domain1989-96—Development continued by UK government’s Central Computer and Telecommunications Agency (CCTA), now the Office of Government Commerce, (OGC) 1996—Released as PRINCE2 –First Edition1998—Second Edition2002—Third Edition2005—Fourth Edition2009—Major refresh and new publication structure2011—New Edition of Managing Successful Programmes, Release of Management of Portfolios

10Adapted from: http://www.anthonyyeong.com/p2&pmbok.htm

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UK Office of Government Commerce

Soon to be releasedas ‘Management of Portfolios’

OGC Best Practice

Common Glossary (updated)

GuidesModelsIn Development

Portfolio, Programme and Project

Offices (P3O® )

Updated 2007

M_o_R® OGCGateway™

Updated 2008

Portfolio, Programme and

Project Management Maturity Model(P3M3™)

Updated 2007

ITIL®

Portfolio GuideIn Development

MSP™ Programme Management Updated 2007

PRINCE 2 ®

Maturity Model

(P2MM)

Refresh pending Refresh underwayPRINCE2® Project Management

Refresh underway

Achieving Excellence in Construction

Courtesy: Rod Sowden, Aspire Europe, http://www.aspireeurope.com

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What is project?

Is a project any different from say, operations or business as usual?

So what’s the difference?

Project Operations or Business as Usual

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What is a project? (PMI)

• “A project is a temporary endeavour to create a i d t i ltunique product, service or result

– temporary:

• definite beginning and end

• but not necessarily short

• does not apply to the what is produced

– unique:

• may include repetitive elements without affecting uniqueness

Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, p.1

What is a project? (OGC)

• “A project is temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case”

• Distinguished from business as usual:– change: means of introducing change– temporary: once desire change implemented, business as usual resumes

– cross‐functional: involves a temporary team of people with multi‐disciplinary skillsmulti‐disciplinary skills

– unique: even similar projects may be different (e.g. team, location, customer)

– uncertainty: generally higher risk than business as usual

Office of Government Commerce. (2009). Managing successful projects with PRINCE2. London: The Stationery Office, pp.3‐4

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If you get in my way, I'll kill you! ‐ ideal project managerIf you get in my way, you'll kill me! ‐ somewhat less than ideal project manager If I get in my way, I'll kill you! ‐ somewhat misguided project manager If I get in your way, I'll kill you! ‐ A tough project manager (eats glass, live cats, etc.) If get kill in will way I you dyslexic functionally illiterate project managerIf get kill in will way I you. ‐ dyslexic, functionally illiterate project manager I am the way! Kill me if you can! ‐messianic project manager Get away, I'll kill us all! ‐ suicidal project manager If you kill me, I'll get in your way. ‐ thoughtful but ineffective project manager If I kill you I'll get in your way. ‐ project manager who has trouble dealing with the obvious I am quite confident that there is nothing in the way, so no one will get killed. ‐ project manager who is about to get in big trouble If you kill me, so what? If you get in my way, who cares? ‐ weak, uninspired, lackluster project manager If I kill me, you'll get your way. ‐ pragmatic project manager If we get in each other's way, who will get killed? ‐ An utterly confused managerKill me, it's the only way. ‐ every project manager to date.

Getting to Know Your PMBoK

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The Knowledge Areas

Project Integration Management

Develop Project CharterDevelop Project Management PlanDirect and Manage Project ExecutionMonitor and Control Project WorkPerform Integrated Change ControlClose Project

Project Time Management

Define ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop ScheduleControl Schedule

Project Scope Management

Collect RequirementsDefine ScopeCreate WBSVerify ScopeControl Scope

Project Communications Management

Identify Stakeholders

Project Risk Management

Plan Risk Management

Project Cost Management

Estimate CostsDevelop BudgetControl Costs

Project Quality Management

Plan QualityPerform Quality AssurancePerform Quality Control

Project Procurement Management

Plan Purchase and

Project Human Resource Management

Develop Human Resource PlanAcquire Project TeamDevelop Project TeamManage Project Team

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Identify StakeholdersPlan CommunicationsDistribute InformationManage Stakeholder ExpectationsReport Performance

Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisDevelop Risk Response PlansMonitor and Control Risks

Plan Purchase and AcquisitionsPlan ContractingRequest Seller ResponsesSelect SellersAdminister ContractClose Contract

(2004). A Guide to the Project Management Body of Knowledge. Newtown Square, Pennsylvania: Project Management Institute, p. 11

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For Print Only

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Purpose: to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.71‐102


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Purpose: to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.


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Purpose: To ensure that the project includes all the work required, and only the work required, to complete the project successfullyProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.103‐128



5.1 Collect Requirements5.2 Define Scope5.3 Create WBS5.4 Verify Scope5.5 Control Scope

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Purpose: To ensure that the project includes all the work required, and only the work required, to complete the project successfullyProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.103‐128

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Purpose: To accomplish timely completion of the project.



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Purpose: To accomplish timely completion of the project.


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Purpose: To plan, estimate, budget, and control costs so that the project can be completed within the approved budgetProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.165‐188



7.1 Estimate Costs27.2 Develop Budget

7.3 Control CostsFor Print Only

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Purpose: To plan, estimate, budget, and control costs so that the project can be completed within the approved budgetProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.165‐188

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Purpose: To determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertakenProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.189‐214


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Purpose: To determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertakenProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.189‐214

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Purpose: To organize and manage the project team



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Purpose: To organize and manage the project team


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Purpose: To ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.243‐272


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Purpose: To ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.243‐272

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Purpose: To increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the projectProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.273‐312



11.1 Plan Risk Management11 2 f11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Develop Risk Response Plans11.6 Monitor and Control Risks

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Purpose: To increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the projectProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.273‐312

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For Print Only

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Purpose: To purchase or acquire the products, services, or results needed from outside the project team to perform the workProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.313‐344


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Purpose: To purchase or acquire the products, services, or results needed from outside the project team to perform the workProject Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.313‐344

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Knowledge Areas—A Summary

• Scope management. What must be done?• Time management. When should it be done?Time management. When should it be done?• Cost management. How much will it cost?• Quality management. How good should it be?• Human resource management. Who will do the work?• Communications management. How will information be delivered?

• Risk management What problems may be• Risk management.What problems may be encountered?

• Procurement management. What material, supplies, talent, and equipment must be obtained?

Saladis, F. P., & Kerzner, H. (2009). Bringing the PMBoK guide to life: A companion for the practising project manager. Hoboken, New Jersey: Wiley, Chapter 2


Develop Project CharterDevelop Project Management PlanDirect and Manage Project ExecutionMonitor and Control Project WorkPerform Integrated Change ControlClose Project or Phase


Define ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop ScheduleControl Schedule


Collect RequirementsDefine ScopeCreate WBSVerify ScopeControl Scope




Estimate CostsDevelop BudgetControl Costs


Plan QualityPerform Quality AssurancePerform Quality Control



Develop Human Resource PlanAcquire Project TeamDevelop Project TeamManage Project Team

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Management

Identify StakeholdersPlan CommunicationsDistribute InformationManage Stakeholder ExpectationsReport Performance

Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisDevelop Risk Response PlansMonitor and Control Risks

Management

Plan ProcurementsConduct ProcurementsAdminister ProcurementsClose Procurements


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My Knowledge Area Knowledge

Knowledge Area My Current Knowledge

My Desire Knowledge

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

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Human Resource Management

Communications Management

Risk Management

Procurement Management

Rate your current project management knowledge on a scale of 1 – 5:1 is a novice; 3 is competent; and 5 is expert

The Process Groups

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The Process Groups

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Provide Direction

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Defines and authorizes the project or a project

53Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.44‐46

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Defines and refines objectives, and plans the course of action required to attain the objectives

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course of action required to attain the objectives and scope that the project was undertaken to address


Integrates people and other resources to carry out the project management plan for the project


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Formalizes acceptance of the product, service or result and brings the project or a project phase to an orderly end


Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives


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Process Group Intensity

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Case StudyLet’s have a show of hands?

Process Area Relevant to case study?

Initiation

Planning

Execution

Monitoring & Controlling

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Monitoring & Controlling

Closing

Answer


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Knowledge Area/Process Group SummaryInitiating Planning Executing Monitoring

& Controlling

Closing

IntegrationIntegration

Scope

Cost

Time

Quality

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HR

Comms

Risk

Procurement

Saladis, F. P., & Kerzner, H. (2009). Bringing the PMBoK guide to life: A companion for the practising project manager. Hoboken, New Jersey: Wiley, Chapter 2

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PRINCE2

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Principles• Continued business justification

– To start a project– Which remains valid throughout the project life‐cycle– Which is documented and approved

• Learn from experiencep– Collected, recorded and acted upon throughout the project life‐cycle

• Defined and agreed roles and responsibilities– Within an organization structure that engages business, user and supplier stakeholder

interests

• Manage by stages– Project is planned, monitored and controlled on a stage‐by‐stage basis

• Manage by exception– Within defines tolerances for each project objective to establish limits of delegated

authorityy– Tolerances: Time, Cost, Quality, Scope, Risk, Benefit

• Focus on products– Focuses on the definition and delivery of products, in particular their quality requirements

• Tailor/embed to suit the environment– Including size, complexity, importance, capability and risk– tailoring is adapting the project method to project context– Embedding adapting within corporate environment

Office of Government Commerce. (2009). Managing successful projects with PRINCE2. London: The Stationery Office, pp. 11‐14

PRINCE2 ThemesBusiness Case How an idea is developed into a viable investment proposition; how project

management maintains focus on organizations objectives throughout the project

Organization Roles and responsibilities in the temporary project team required to manage the project effectivelythe project effectively

Quality Ensuring all stakeholders understand the quality attributes of the products to be delivered; defining how project management will ensure these requirements are delivered

Plans Projects proceed on the basis of a series of approved plans. Complements the quality theme. Plans matched to the needs of personnel at various organizational levels. Focus for communication and control.

Risk Managing uncertainty in plans and environmentg g y p

Change Assessing and acting upon issues which may affect the project (plans and completed products) e.g. unanticipated general problems, requests for change or instances of quality failure

Progress Ensuring ongoing viability of plan—determining whether or how projects should proceed. Explains decision‐making process for approving plans, monitoring actual performance, and escalation process for exceptions

Office of Government Commerce. (2009). Managing successful projects with PRINCE2. London: The Stationery Office, pp.17‐18

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PRINCE2 Process Structure

Subsequent delivery stage

Initiation Stage

Pre‐project

Final delivery stage

Directing a Project

SU

SB SB CP

IP Controlling a Stage Controlling a Stage

Managing Product Delivery Managing Product Delivery

Directing

Managing

Delivering

Key:SU = Starting up a ProjectDP = Directing a ProjectSB = Managing a Stage BoundaryCP = Closing a Project

Office of Government Commerce. (2009). Managing successful projects with PRINCE2. London: The Stationery Office, p.113

PRINCE2 Process Structure

Corporate/Program Management

Directing a Project

Starting Up a Project

Initiating a Project

Controlling a Stage

Managing Stage Boundaries

Closing a Project

Managing Product Delivery

Planning

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Tailoring• How would you tailor a project management methodology for

the following changes in project scale:Project Scale CharacteristicProject Scale Characteristic

Program Business transformation

Daunting project High risk, cost, importance, visibilityMultiple organizationsMulti‐disciplinary (e.g. construction, IT and business change)International

Normal project Medium risk, cost, importance, visibilityCommercial customer/supplier relationship

High

Simple project Multiple sites

Task If there is a single Project Board (and typically the Executive is the Project Manager’s line manager) then it could normally be treated as a task.The Project Manager may also be doing the workThe costs may be within the ‘business as usual’ budgetStraight‐forward business justificationLow

• Multi‐organization• External customer/supplier• Corporate standards• Within a program• Organizational maturity• Terms and language• Geography• Organizational culture• Project priority

• Scale• Solution complexity• Project type and life‐cycle model

Environmental factors

PRINCE2Project factors

T il

• etc.j yp y

• etc.

Tailor

• Adapt the themes (through the strategies and controls• Revise terms and language• Revise Product Descriptions for the management products• Revise role descriptions• Adjust processes to match the above• Record in the Project Initiation Documentation

Office of Government Commerce. (2009). Managing successful projects with PRINCE2. London: The Stationery Office, p.216

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Embedding Tailoring

Done by the organization to adoptPRINCE2

Done by the project management team to adapt the method to the context of aPRINCE2 to adapt the method to the context of a specific project

Focus on:• Process responsibilities• Scaling rules/guidance• Standards• Training and development• Integration with business processes• Tools

Focus on:• Adapting the themes (through strategies and controls)

• Incorporating specific terms/language• Revising the Product Descriptions for the management products

• Revising the role descriptions for the• Tools• Process assurance

• Revising the role descriptions for the PRINCE2 roles

• Adjusting the processes to match the above

Hints on Choosing a Project Methodology• What benefits can be gained by implementing a formal project management methodology within the organization?

• How would you describe the current project management process or methodology? If there is no formal methodology, try to determine what processes seem to be common or repeated.

• What is the greatest challenge encountered by the project manager during project planning and execution? There may be a few of these challenges, so make sure you include the ones that seem to be most prevalent.

• What metrics or performance measures are currently being used to determine project performance levels? If there are no official metrics used, identify the metrics you use to determine performance. These metrics may include: schedule progress, completed deliverables, activities that have begun, activities in progress, quality (number of defects or repairs), actual cost, percent complete of an activity, efficiency in the use of resources.

• What metrics are missing and should be included in the process of managing project performance? Compare with other project‐basedorganizations.

• How would you describe the efficiency of the project status meetings that are scheduled and conducted within your organization? How well are your meetings managed? What information is included in project status reports?

• How does a project team identify all of the project stakeholders? Do project team members understand the true definition of astakeholder?

• How are project stakeholder requirements determined and documented? This includes requirements about information distribution.

• How often is project status communicated to project stakeholders? What criteria are used to determine who should receive information and when?

• How are projects selected for implementation? What is the specific selection process used for determining which projects are most beneficial for the organization?

• What is the process for reviewing/auditing project performance?

• What formal project management training is available for the organization? What percentage of the organization has attended someform of project training?

• How are changes to project plans and project baselines managed? What are the organization's policies or processes for managing change?

• How is a project team selected?

• What is the role of the project manager?

• How are project risks identified and managed?

• What criteria are being used to determine project success?

• When is a project considered to be complete?

• What is the process for closing out a completed project?

• What is the process for project reviews?Saladis, F. P., & Kerzner, H. (2009). Bringing the PMBoK guide to life: A companion for the practising project manager. Hoboken, New Jersey: Wiley, Chapter 4

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The Project Lifecycle

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Projects have livesSome not as long as we’d like

Some much longer than we’d like

http://www.bom.gov.au/cyclone/climatology/wa.shtmlhttp://www.lifecycle.net.au/about‐lifecycle/

Project Lifecycle• Definition

– The phases which make up the project from beginning to end

• Characteristics– What technical work to do in each phase?– When the deliverables are to be generated in each

phase and how each deliverable is reviewed, verified and validated?

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verified, and validated?– Who is involved in each phase? – How to control and approve each phase?– Phase transition usually involves transfer or handoff

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Project Lifecycle and Process Groups

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Project Lifecycle

• What trends might be see over the project• What trends might be see over the project lifecycle in:

– Costs and staffing levels

– Ability of stakeholders to influence the characteristics of the delivered product

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– Cost to make major changes

– Uncertainty and risk to achieve project objectives

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Project LifecycleCost & Personnel Levels

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(2004). A Guide to the Project Management Body of Knowledge. Newtown Square, Pennsylvania: Project Management Institute, p.21

Project LifecycleStakeholder Influence & Cost of Changes

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Initial Intermediate Final


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Project Lifecycle—RiskRisk

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Time

Initial Intermediate Final


Think before you answer?

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project management frameworks v1.0

Documents

andcoordinate

accomplish

determine

project management

project management

project information

project includes

process groups