the project management context
TRANSCRIPT
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The Project Management Context
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Change Control
2K6-IX-14 Initial Creation
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UN0603 Road Map
Unit 1 Introduction to Project ManagementUnit 2 The Project Management ContextUnit 3 Project Management ProcessesUnit 4 Project Integration ManagementUnit 5 Project Scope ManagementUnit 6 Project Cost ManagementUnit 7 Project Time ManagementUnit 8 Project Quality ManagementUnit 9 Project Human Resource ManagementUnit 10 Project Communications Management
Unit 11 Project Risk ManagementUnit 12Project Procurement Management
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Unit 2 RoadMap
2.1 Project Phases and the Project Life Cycle
2.2 Project Stakeholders
2.3 Organizational Influences 2.4 Key General Management Skills
2.5 Social Economic Environmental Influences
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2.1 Project Phases and the Project Life Cycle
2.1.1 Characteristics of Project Phases
2.1.2 Characteristics of Project Life Cycles
2.1.3 Typical Life Cycles
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2.1.1 Characteristics of Project Phases
Eachphase is demarcated by one or more
deliverables
A deliverable is a tangible, verifiable work
product (feasibility study, requirements
document, piece of code etc)
Conclusion of a phase is called aphase exit,
gate, kill point, etc
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Gate Activities
Determine if the project should continue into
its next phase
Review project quality
Review deliverables
Detect, report and correct defects
Gates are defined by the Project Life Cycle
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2.1.2 Project Life Cycle Models
Life cycle models are useful in
Determining complete set of activities
Determining if we are tracking appropriately
Estimating costs overruns
Estimating schedule overruns
Note that most follow a Rayleigh Curve
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Life Cycles
Phases a system or product goes through
E.g. product life cycle
E.g. software life cycle
Uses
Management and planning
Task and result identification
Study and improvement
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Why use a Life Cycle? Increasing size and cost make it mandatory Social implications Legal/regulatory requirements Because nuclear engineers are ENGINEERS and that's
what engineers do
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Phases of the Engineering Life Cycle
Requirements
Specifications
Design
Implementation Integration
Testing
Maintenance
Retirement
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A Rayleigh Curve
Effort Curve
0
2
4
6
8
10
12
1 3 5 7 9 11 13 15 17 19 21 23
Time Units
Effort/TimeUnit
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Typical Life Cycles
Hump often is shifted towards the end (in most
projects)
time
$ InitialPhase
IntermediatePhases
FinalPhase
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Life Cycle define (generally)
What technical work is to be done at each
phase
Who is involved at each phase
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PM LC Common Characteristics
Cost/staffing is low at beginning and end; rises
towards the end to maximum
At the start, Probability of Failure and
Likelihood of Risk are highest; fall slowly as the
project proceeds
Ability of stakeholders to change product
characteristics is highest at start and falls
towards completion
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Stakeholders Influence over Time
Project TimeLow
High
Cost of Changes
Stakeholders
Influence
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Time Dependency Spelled Out(B Boehm Annuals of SE 1(1), 1995 Kluwer Pub)
Over
Under
0.25x
4x
2x
1.5x
1.0x
0.5x
+
+
+
+++
+++
+
+
+
+
Size (LOC)
Cost $
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2.1.3 Typical Life Cycles
Defense acquisition project
Software construction project
Construction project Pharmaceutical product
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2.2 Project Stakeholders
What IS a SH anyway?
individuals and organizations that are actively
involved in the project or whose interests may be
affected, + or-, by the project or its completion.
The PM must identify all stakeholders
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Key Stakeholders include at least:
Project manager
Project team members
Customer Client
Performing organization
Sponsor
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Other Categorizations
Internal/external
Owners/funders
Sellers and contractors Team members and their families
Government agencies and media outlets
Individual citizens Lobbying groups
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Relationship between Project and the SHs
ProjectManager
PM Team
Project Team
Project Stakeholders
Project
Sponsor
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Managing Stakeholders
Must be identified and managed
Keep them informed of progress or lack of it
Identify especially the champion that sits onthe Money Board
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2.3 Organizational Influences
2.3.1 Organizational Systems
2.3.2 Organizational Cultures
2.3.3 Organizational Structures 2.3.4 The PMO
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On Organizations...
... We trained hard... but it seemed that every
time we were beginning to form into teams, we
would be reorganized... I was to learn later in life
that we tend to meet any new situation byreorganizing; and a wonderful method it can be
for creating the illusion of progress while
producing confusion, inefficiency and
demoralization.
Petronius Arbiter
60AD
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2.3.1 Organizational Systems
Project-based organizations those who perform projects
The projectized organization
Non-project-based organizations Makes PM more difficult
eg Federal Government or any hierarchy
Key point: how does the org treat projects?
If functional departments are rewarded for staffingprojects, be sure they arent parking Beach Bunnies onyour project!
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2.3.2 Organizational Cultures
Is the organization a risk taker?
Is it rigidly hierarchical?
Must match project to culture
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2.3.3 Organizational Structure
Determines Project Structure
We identify 5 types of organizations
1. functional
2. weak matrix
3. balanced matrix
4. strong matrix
5. projectized
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Functional Organization
Functional Manager Functional Manager Functional Manager
Staff
StaffStaff
Staff
Staff
Staff
PHB
Project
Coordination
Staff
StaffStaff
Staff engaged in project activities
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Functional pluses and minuses
Easier management ofspecialists
TM only have 1 boss
Centralized andrationalized resources
Clear career path
The boss trumps theproject
No career path in PM
PM has no authority Projects suffer in general
No project manager(expediter, coordinator)
No home for team
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Matrix Organizations
Weak Matrix
Balanced Matrix
Strong Matrix
Composite
Functional
Projectized
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Matrix pluses and minuses
Highly visible objectives
Improved PM control
More support from
functional orgs
Maximum usage of scarce
resources
Better coordination
Team members have ahome
Not cost effective (too many
people)
More than 1 boss for team
More complex to monitor,control
Resource allocation harder
Need extensive P&P
Higher potential for conflict &duplication of effort
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Weak Matrix Organization
Functional Manager Functional Manager Functional Manager
Staff
StaffStaff
Staff
Staff
Staff
PHB
Project
Coordination
Staff
StaffStaff
Staff engaged in project activities
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Balanced Matrix Organization
Functional Manager Functional Manager Functional Manager
Staff
StaffStaff
ProjectManager
Staff
Staff
PHB
Project
Coordination
Staff
StaffStaff
Staff engaged in project activities
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Strong Matrix Organization
Manager of PMs Functional Manager Functional Manager
Staff
StaffStaff
PM
PM
PM
PHB
Project
Coordination
Staff
StaffStaff
Staff engaged in project activities
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Composite Organization
Manager of PMs Functional Manager Functional Manager
Staff
StaffStaff
PM
PM
PM
PHB
Project A
Coordination
Staff
StaffStaff
Staff engaged in project activities
Project B
Coordinatio
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Projectized Organization
Project Manager Project Manager Project Manager
Staff
StaffStaff
Staff
Staff
PHB
Project
Coordination
Staff
StaffStaff
Staff engaged in project activities
Staff
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Projectized pluses and minuses
Efficient project
organization
Loyalty to project
More effective
communication
Greater job satisfaction
Much more likely tosucceed
No home when project
is done
Less professionalism in
disciplines
Duplication of facilities
and job functions
Less efficient use ofresources
No career path
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Organizational Structure Influences on ProjectsPMBoK page 19
Functional WeakMatrix
Balancedmatrix
StrongMatrix
Projectized
PMs
Authority
Little or
none
Limited Low to
Moderate
Moderate to
High
High to
Total
PMs Time 0% 0-25% 15-60% 50-95% 85-100%
PMs Role Part time Part time Full time Full time Full time
PMs Title Coordinator- Leader
Coordinator- Leader
PM - PO PM PM
Admin
Staff
Part time Part time Part time Full time Full time
OS
Proj Chars
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2.3.4 The PM Office
All the way from Stinky using Excel to an office
of a 1000 engineers
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2.4 Key General Management Skills
2.4 General Management
2.4.1 Leading
2.4.2 Communicating
2.4.3 Negotiating
2.4.4 Problem Solving
2.4.5 Influencing
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2.4 General Management
Financial and accounting, sales and marketing
Strategic planning, tactical operation
Organizational structures, behaviour,
personnel
Managing work relations
Managing oneself Next set are specific to a PM
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2.4.1 Leading
Note difference between leading and managing
Need both
Managing is about producing good results Leading is
Establishing direction
Aligning people Motivating and inspiring
Reducing personnel conflicts
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2.4.2 Communicating
Must be proficient at written and oral
Estimated that 90% of the PMs time is spent
communicating
Internal and external communications
Vertical and horizontal
Note necessity of the PM being the ONLYspokesperson for the team!!
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2.4.3 Negotiating
Necessary to achieve cooperation from others
Networking within the organization
Give so that you can get at a later date
Will negotiate at least Scope, cost, schedule
Changes to above
Contract terms and conditions
Assignments
Resources
People conflicts
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2.4.4 Problem Solving
Problem definition
Decision-making
Is done all the time
You must be FAST at this
Timing is everything
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2.4.5 Influencing
You do this to get things done
Must understand the old patch
Need to exercise both power and politics
Note that both have their evil twin
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2.5 Social Economic Environmental Influences
2.5 General
2.5.1 Standards and Regulations
2.5.2 Internationalization
2.5.3 Cultural Influences
2.5.4 Social Economic Environmental
Sustainability
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2.5 General
You must understand the milieu that you are in
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2.5.1 Standards and Regulations
A standard is a document approved by a
recognized body, that provides, for common and
repeated use, rules, guidelines or characteristics of
products or services with which compliance is notmandatory (ISO)
A regulation is a document, which lays down
product, process or service characteristics,
including the applicable administrative provisions,
with which compliance is necessary (ISO)
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2.5.2 Internationalization
Time-zone differences
National and religious holidays
Telephonic and communications infrastructure
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2.5.3 Cultural Influences
Can sandbag you
Examples from Saudi Arabia (UL?)
and Japan
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2.5.4 Social Economic Environmental Sustainabilit
You can be accountable for impacts resulting
from a project
A civil engineer might dig up some ruins
Environment; putting in a road could ruin a
pristine environment