Project Management Education

1
Project Management Education

• Project Management
• Introduction Overview

2
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

4
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

5
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?

7
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 lt 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

• 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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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
  projects 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 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

• 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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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
Project or phase is approved in order to proceed
As the execution is controlled, it may require
additional planning
Plan developed for execution
Develop
Plan is executed and Controlled
Feedback in both directions
Plan and execution has been controlled
Plan is successfully executed
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Project Phases
Concept Define Develop Deliver
Gather Data Identify Project Needs Establish Goals, objectives, basic economics, feasibility, stakeholders,risk level, strategy, potential team Estimate Resources Present Proposal Obtain approval for next phase Appoint Key Team 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 Set up organization communications Motivate Team Detail Requirements Establish 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 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 - 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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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
Delivery
Concept
Definition
Development
RESOURCES
TIME
The greatest amount of resource usage normally
occurs during the implementation phase of the
project.
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Brain Teaser
heat
heat
heat
heat
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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 projects four phases with zero
  deviations from the project specifications/objecti
  ves
• 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)

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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)

52
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

Product
The Triple Constraint
Schedule
Budget
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Life Cycle Knowledge Areas
Concept
Define
Develop
Deliver
Scope Time Cost Quality Risk Communications Human
Resources Contract / Procurement
Scope Time Cost Quality Risk Communications Human
Resources Contract / Procurement
Scope Time Cost Quality Risk Communications Human
Resources Contract / Procurement
Scope Time Cost Quality Risk Communications Human
Resources Contract / Procurement
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Brain Teaser
1 3 5 7 9 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
• 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

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Organizational Influences
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Organizational Influences

• Projects are part of an organization, which will
  influence the project during its 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-project-driven. The
structure of the organization has many
variations (1) Functional Organization An
organizational structure in which staff are
grouped hierarchically by specialty.
Project Coordination
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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.
Project Coordination
64
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.
Project Coordination
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Organizational Influences
Organizational Type
Functional Weak Matrix Strong Matrix
Project
Project Characteristics
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
Secondary/ Integration
Strong System for Projects
Good Project Mgmt. System
Little/None
Little
Percent of Team Assigned Full Time
None
0-25
50-90
80-100
Ability of Project Team to Influence Organizationa
l Process Changes
Little/None
Limited
Moderate/High
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

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!