1.introduction pm

Introduction to Project

Management

Dr. Panos FITSILIS

([email protected])

mailto:[email protected]

2

Content

• Basic concepts

• PM standards

• PMBOK

• Project lifecycle and organization

• ISO 21500

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 Unique Characteristics of Projects

Project Success

Customer Requirements

satisfied/exceeded

Completed within allocated time

frame

Completed within allocated

budget Accepted by the customer

Project Failure

Scope Creep Poor 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 prediction

and prevention, NOT recognition and reaction

9

PM v General Management

• General Management frequently consists of routine operations to undertake the tasks within most organisations, there are well defined structure of divisions, departments, sections and where necessary, these with be sub-divided into smaller operational units – PM works best by matrix management methods.

• Budgets of organisations are derived from previous data – not always the case with PM.

Types of projects

• Projects can be hard or soft, such as:

– New products;

– Services (private or public sector);

– Research and Development;

– Information Technology – software & hardware;

– Management (consolidation of outposts);

– Capital or revenue based facilities;

– Major maintenance to objects (vehicles/ buildings)

– Multiple and linked projects!!!!

– Insurance sector/ educational sector.

10

Triple Contraint

Quality

Scope

Time

Cost

Triple Contraint

• Increased Scope = increased time + increased

cost

• Tight Time = increased costs + reduced scope

• Tight Budget = increased time + reduced scope.

Project management standards

13

List of Project management

Standards • PMI PMBOK

• ISO 10006

• BS 6079

• DIN 69900

• APM BOK

• IPMA ICB

• Australian National Competency

Standards for Project Management

• Prince 2

• Greek ELOT 1429

• RUP

• OPM3

• CMU SEI Maturity Models

• XP

• Scrum

• Agile Project Management

• ISO/IEC 15504

• CCPM

• Construction Extension to PMBOK

• HERMES Method

Change Control Management

• Define how changes to the project scope will be

executed

Scope Change

Schedule changes

Technical Specification Changes

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

Scope Management • Primarily it is the definition and control of what IS and

IS NOT included in the project.

21

WBS

Cost Management • This process is required to ensure the project is

completed within the approved budget and includes:

Resources people equipment materials Quantities

Budget

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

Communications Management • This process is necessary to ensure timely and appropriate generation,

collection, dissemination, and storage of project information

Process

groups

Planning

process

IPMA Competence Baseline

Types of competence

20 Technical competencies

15 Behavioural competencies

11 Contextual competencies

=> 46 competencies

44

Project Life Cycle

45

Life Cycle – some quotes

• There is sequence of phases through which the project will evolve. It is absolutely fundamental to the management of projects … It will significantly affect how the project is structured.

• The basic life cycle follows a common generic sequence: Opportunity, Design & Development, Production, Hand-over, and Post-Project Evaluation.

• The exact wording varies between industries and organisations. There should be evaluation and approval points between phases often termed 'gates'."

Patel, M. B. & Prof. P.G. W. Morris,

46

So is there such a thing as a

“standard” lifecycle?

The short (and easy) answer is “no” - every project

and type of project is, by its nature unique, but

there are some common features...

Project Life Cycle Sample

47

Project Cost and Staffing Level

48

Project Life Cycle

Initiation Phase Definition Phase Planning Phase Implementation

Phase Deployment

Phase Closing Phase

Initiation Phase

• Define the need

• Return on Investment Analysis

• Make or Buy Decision

• Budget Development

Definition Phase • Determine goals, scope and project constraints

• Identify members and their roles

• Define communication channels, methods, frequency

and content

• Risk management planning

Planning Phase • Resource Planning

• Work Breakdown Structure

• Project Schedule Development

• Quality Assurance Plan

Implementation Phase • Execute project plan and accomplish project goals

• Training Plan

• System Build

• Quality Assurance

Deployment Phase • User Training

• Production Review

• Start Using

Closing Phase • Contractual Closeout

• Post Production Transition

• Lessons Learned

Influence of stakeholders

56

Relation between project and product

development

57

Project Life Cycle Sample

58

60

Project Life cycle in software

Agile methods

Why choose “Agile”? • “It is not the strongest of the species that survive, nor

the most intelligent, but the ones most responsive to

change.”

62

- Charles Darwin, The

Origin of Species

63

Why choose “Agile”? “When the process is too complicated for the

defined approach, the empirical approach is the

appropriate choice.”

Process Dynamics, Modeling, and

Control, Ogunnaikeand Ray, Oxford

University Press, 1992

64

Defined Process vs. Empirical

Defined Process Management

Great for known activity

65

Defined Process vs. Empirical

Not great for unknown activity

$7 million budget $120 million final

The Agile Manifesto

The Methodologies

• XP

• The Crystal family

• Open Source

• ASD (Adaptive Software Development)

• Scrum

• Feature Driven Development

• DSDM (Dynamic Systems Development Method)

• Rational Unified Process (RUP)

For example Scrum

• Roles

• Artifacts

• Events

Scrum Master

• Servant Leader

• Facilitator

• Roadblocks

Product Owner

• Business Priorities

• Single Wringable neck

Team

• Everyone

• Self Organising

Sprint • Short

• Time boxed

Planning Meeting • Stories

• Breakdown

• Time boxed

Daily Scrum/Standup 15 minutes (at most)

3 questions • What did you do yesterday

• What will you do today

• Do you have any roadblocks

• Anyone may attend, only team members (people with skin in the game) may speak

• Scrum master uses the information from the standup to update burndown chart illustrating progress

• Fifteen minutes maximum

• Typically held standing up (to encourage brevity and focus)

• Gets the team focused for the day ahead. It is the heartbeat of the team.

• The team shares information and isn’t reporting to a manager.

• Roadblocks are addressed immediately

Review

• Inspection

The Maestro

76

The project manager

Roles and Tasks

• The project manager is responsible for

organizing, staffing, budgeting, directing,

planning, and controlling the project. shape

goals

– obtain resources

– build roles & structures

– establish good communication

– see the whole picture

– move things forward Buchanan & Boddy, (1992) 77

Common activities and skills

• Leadership

• Management

• Customer Relations

• Technical problem solving

• Conflict Management

• Team Management

• Risk and Change Management 78

Leadership

• Influences others towards common goals

– uses intelligence

– personality

– abilities

– Communicates

– liaison

– assigns tasks

– monitors progress

79

Management

• Completing tasks

– effective use of resources

– defining activities

– Sequencing

– communicating expectations

– match resources to activities

– monitor outcomes

80

Customer relations

• Works closely with customers

– assure deliverables meet expectations

– interpret system requests & specifications

– site preparation

– user training

– contact point for customers

82

83

Managing in four directions

(Boddy & Buchanan 1992)

Managing up

Managing

the team

Managing the staff

Managing

across

Technical Problem Solving

• Designing & sequencing activities to attain

project goals

– interpret system & specification

– define activities & sequencing

– make tradeoffs between alternative solutions

– design solutions to problems

84

Conflict Management

• Manage conflict within team

– assure not too high or low

– problem solving

– smoothing out personality differences

– compromising

– goal setting

85

Team Management

• Managing the team

– for effective team performance

– communication within/between the team(s)

– peer evaluation

– conflict resolution

– team building

– self management

86

Risk & Change Management

• Identifying, assessing and managing risks and

day to day change

– environmental scanning

– risk & opportunity identification/assessment

– forecasting

– resource re-deployment

87

Responsibilities

• Responsibility to the Parent Organization

• Responsibility to the Client

• Responsibility to the Team Members

• Above all, the Project Manager must never

allow senior management to be surprised

88

The popular view of attributes

Meredith & Mantel (2000)

89

• Strong technical background

• Hard-nosed manager

• A mature individual

• Someone who is currently available

• Someone on good terms with senior executives

• A person who can keep the project team happy

• One who has worked in several different departments

• A person who can walk on (or part) the waters

Chapter 3-23

Skills & Attributes (Boddy & Buchanan 1992)

90

“Those responsible for driving change need to be

able to use skills of political influence, in addition

to those of rational problem solving and

participative management and to move between

them as the need arises”.

“In order to succeed you have to meet people,

cultivate relationships, be a face”.

Skills and Attributes Meredith & Mantel (2000)

91

• Credibility (technical & administrative)

• Leadership and management style

• Sensitivity

• Ability to handle stress

Chapter 3-24

Characteristics of effective team members

92

• High quality technical skills

• Political sensitivity

• Strong problem orientation

• Strong goal orientation

• High self-esteem

Chapter 3-14

Project Organisation

93

Functional Organization

94

Projectized organization

95

Weak Matrix Organization

96

Balanced Matrix

97

Strong Matrix Organization

98

Organization Matrix Influences on

Projects

99

Where are we going !

ISO Standard – The Drivers

• More international projects

• Contractual issues

• Develop a common terminology

• Alignment of other standards PMBOK,

BS 6079-1:2002, German Standard etc. ~

What it means to You

• Understand the ISO standard when working on

projects (contractual, best practice issues)

• Changed terminology

• Industry standard practices

• Potentially skills/qualifications ~

Starting Positions

• USA - recommended focus on projects, focus on processes (what not how), generic overarching standard using best of all existing BOK’s

• UK – recommended the use of BS 6079-1:2002 as the basis for document, generic overarching standard, question of when does a project start (corporate aspects).

• Germany – Focus on processes, the concept of the house of processes. ~

Starting Positions (cont)

• France - The PM corpus concept, proposal for a 4th WG on competencies.

• Japan – proposal to include education and training of personnel for project management in the work items of WG3, established mirror committee and working groups with members selected and funding sourced..

• Netherland – program/portfolio management in or out, generic vs sector specific. ~

Structure of the Standard

Thank you!