2. introduction to pm warburton overview of project management and how it fits with programs,...
TRANSCRIPT
2. INTRODUCTION TO PM
Warburton
Overview of project management and how it fits with programs, portfolios, organizations and operations.
Objectives2-2
Introduce terms: project, program, operation, sub-project and portfolio
Identify industry trends fueling the demand for project management skills
Identify responsibilities, roles, and skills required of project managers
Identify project phases and life cycles Explain how the five process groups
and nine knowledge areas of project management can be organized into five groups
Philosophy
“There are no dumb questions”
“Opinions welcome”
“Question everything”
“Backed up by data”
Philosophy
See oneDo one
Teach one
You take some training
Small groups of 3 - 5
Then you go back to the office!
PMIIntroduction toIntroduction toThe Project Management Institute
Growth in Market for Project Management & PM Education15 May 2006 Boston University USA
John H. Cable, RA, PMPDirector, Project Management ProgramA. James Clark School of EngineeringChairman, GAC Board
Outline Growth in interest in Project
Management
Growth in PM education
Global Accreditation Center
Discussion
1969
55
The Kitchen The Kitchen YearsYears
220,000?220,000?
Another key factor emerged in the late 80s
Inexpensive, easy to use, and powerful computers
Then something entirely new happened…
THE INTERNET
1996 PMBOK® Guide coincides with uptake of the Internet
Growth of the PMP had a slightly different trigger…
10,000
180,000
Y 2 K
Growth was further accelerated in the late 90s by a little something called…
Emergence of the Chinese Economy
Global Outsourcing
Multinational Teams
Global Communications
Globalization
And some other stuff…
So…when will this end?
PMI estimates 16.5 million project managers worldwide
13.86 Million
8.25 Million
2.64 Million
0.41 Million
Laggards
Early Adopters
Innovators
Theory of Diffusion of Innovation
Everett Rogers
16.5 Million
Late Majority
Early Majority
72%61%
4%3%
9%9% 15%
27%
% PMI Members% PMPs
PM is the hottest topic in Education
BU is in the lead
PM Credentials are worth $$$$
PMI Certification (PMBOK) Project Management Professional (PMP)
pmi.org
Discussion
PMP Certification
So you want to studyProject Management …
Read More
Sleep Less!
INTRODUCTION INTRODUCTION TOTOPROJECT PROJECT MANAGEMENTMANAGEMENT
What is a Project?
• Has an established objective• Has a defined life span with a
beginning and an end.• Requires across-the-organization
participation.• Unique -- never been done before.• Has specific time, cost, and
performance requirements• Limited resources
Project Managers
Have to be successful every time!
2-25
Definition: Project
A temporary endeavor undertaken to create a unique product, service, or result.
PMBOK® Guide, 4th Edition, Glossary
– Temporary: Projects are marked by a definite beginning and end
– Unique: The service or product is different in some distinguishing way from other products or services
Related Definitions2-26
Operation Operations and projects differ primarily in that
operations are ongoing and repetitive while projects are temporary and unique. PMBOK® Guide, 4th Edition , 1.2
Program A program is a group of projects managed in a
coordinated way to obtain benefits not available from managing them individually. PMBOK® Guide, 4th Edition , 1.5
Subproject Projects are frequently divided into more
manageable components or subprojects. PMBOK® Guide, 4th Edition , 1.5
How Projects Differ From Operations
Projects Create own
temporary charter, organization, and goals
Catalyst for change
Unique product or service
Start and end date
Operations Semi-permanent
charter, organization, goals
Maintains status quo
Standard product or service
Ongoing
2-27
2-28
PMBOK® Guide, 4th Edition , Glossary
Definition: Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
2-29
Project Management
Project management is a proven discipline used to deliver consistent, predictable, and repeatable project results by:– Identifying milestones and deliverables – Delineating steps and following the progress of the project– Planning quality into the project – Proactively identifying risks to eliminate negative impacts
and to embrace positive impacts on the project – Developing cost projections based on a timeline
Using the Project Management Approach
2-30
Project management can be applied to any project regardless of size, budget, or timeline
Corporate Trends That Support Project Management
2-31 Corporate globalization Stimulus packages to various
initiatives Downsizing, mergers, and
reorganizations Sophisticated customers requiring
high-end quality goods and services Multi-national projects requiring
standard processes to manage projects
Constant growth
Corporate Benefits of Using Project Management
2-32 Achieve project goals Enable customer focus and alignment Optimize the use of organizational
resources Incorporate quality principles Put strategic plans into practice Ensure fast time-to-market Comply with regulations and
standards
PMI® Framework2-33
The framework is a basic structure to understand and apply accepted practices and procedures required to manage a project such as: Project phases Project life cycles Process groups
Core and facilitating processes Knowledge areas
2-34
The PMBOK® Guide, 4th Edition, is the compilation of information required to manage a project and contains key processes that most projects will undertake.
PMBOK
Definition: Project Phase 2-35
A collection of logically related project activities, usually culminating in the completion of a major deliverable.
PMBOK® Guide, 4th Edition, Glossary
Definition: Project Life Cycle 2-36
A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project.
PMBOK® Guide, 4th Edition, Glossary
Project Phases and Life Cycle2-37
Projects are usually divided into project phases
Collectively, the phases are known as the project life cycle
Each phase is marked by the completion of one or more deliverables
Phases define: Work to be done Who should be involved
Allow for Go/NoGo decisions
Sample Generic Life Cycle 2-38
PMBOK® Guide, 4th Edition, Figure 2-1.
Programs versus Projects
Program Definition A series of coordinated, related, multiple
projects that continue over an extended time and are intended to achieve a goal.
A higher level group of projects targeted at a common goal.
Examples:Program: Completion of all courses required for a degree.Project: Completion of a course in project management.
Project Life Cycle
Req. Anal
RFP
Proposals
Project Life Cycle
Development Life Cycle
Maintenance
Life Cycle
Milestones!
StartExercise
The Fundamental Tension
• Project Manager (PM)
• Technical Director (TD)
Responsible for the product
Responsible for milestones, deliverables, & schedule
Controls the $$$$$
Interfaces to the Customer
The Fundamental Tension
There is always a PM and a TD(you just have to look)
Who has what power?
Clues:
Who whines?
The Fundamental Tension
Construction Project:Site Foreman controls the staffing, the schedule, delivering within budget.
Where is the TD?
The Architect
The Fundamental Tension
Movie:
Who controls staffing, schedule, and everything else?
Who controls the Money?The Producer
Who wins all the battles?
Who whines?
The “Fundamental Tension” Assignment
Describe a PM/TD Conflict in your own
experience
Who resolves the conflict:
PM -- always
End Assignment
PMBOK Life Cycle
Class Exercise 2-49
Students identify which project life cycle is used to manage projects at their organizations
Identify Work Place Project Life Cycles
Project Management Processes2-50
Projects are composed of processes A process is a series of actions bringing
about a result PMI® identifies:
Five process groups 42 processes (reduced from 44 in the previous
PMBOK Edition) Nine project management knowledge areas
Process Groups 2-51
PMBOK® Guide, 4th Edition, Figure 3-1 (modified).
Initiating(2 Process)
Planning(21 Processes)
Controlling(8 Processes)
Executing(7 Processes)
Closing(2 Processes)
Process Groups2-52
Initiating: Authorizing the project or phase Planning: Involves defining and
decomposing the project objectives Executing: Coordinating people and other
resources to carry out the plan Controlling: Monitoring & measuring
progress regularly to identify variances Closing: Formalizing acceptance of the
project
Processes Overlap & Interact2-53
Processes overlap and interact throughout a project or phase.
Process consists of: Inputs (documents, plans, designs)
e.g., Scope statement Tools and Techniques (mechanisms
applied to inputs) – e.g., Decomposition
Outputs (documents, products) – e.g., WBS
2-54
Initiating Planning Executing Controlling Closing
4. Project Integration Management … 4.2 Project Plan
Execution …5. Project Scope
Management … … …6. Project Time
Management … …7. Project Cost
Management … …8. Project Quality
Management … 8.2 Quality Assurance …9. Project Human
Resource Management
… 9.3 Team Development
10. Project Communications Management
… 10.2 Information Distribution … …
11. Risk Project Management … …
12. Project Procurement Management
… 12.3 Solicitation
12.4 Source Selection
12.5 Contract Administration
…
Process Group
Knowledge Area
Knowledge Areas2-55
Project Integration Management (3 processes)
Project Scope Management (5 processes)
Project Time Management (5 processes)
Project Cost Management (4 processes)
Project Quality Management (3 processes)
Project Human Resource Management (3 processes)
Project Communications Management (4 processes)
Project Risk Management (6 processes)
Project Procurement Management (6 processes)
2-56
Initiating Planning Executing Controlling Closing
4. Project Integration Management
4.1 Project Plan Development
4.2 Project Plan Execution
4.3
Integrated Change Control
5. Project Scope Management … … …
6. Project Time Management … …
7. Project Cost Management … …
8. Project Quality Management … … …
9. Project Human Resource Management
… …
10. Project Communications Management
… … … …
11. Risk Project Management … …
12. Project Procurement Management
… … …
Process Group
Knowledge Area
4.2 Project Plan Execution2-57
Work results Change requests
General management skills Product skills and knowledge Work authorization system Status review meetings Project management
information system Organizational procedures
4.2.2 Tools and Techniques
4.2.3 Outputs
4.2.1 Inputs Project plan Supporting detail Organizational policies Preventive action Corrective action
Definition: Project Manager2-58
The individual responsible for managing a project.
PMBOK® Guide, 4th Edition, Glossary
Definition: Project Manager2-59
The individual responsible for applying knowledge, skills, tools, and techniques to project activities to meet project requirements.
Key Skills2-60
Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation
Benefits for Project Managers2-61
Recognition of project management as a profession
Growth opportunities Future source of company leaders High visibility of project results Building a reputation and network Transferable skills and knowledge
Challenge of Project Management The Project Manager
Manages temporary, non-repetitive activities and frequently acts independently of the formal organization. Marshals resources for the project. Is linked directly to the customer interface. Provides direction, coordination, and integration to the
project team. Is responsible for performance and success of the
project.
Must induce the right people at the right time to address the right issues and make the right decisions.
Challenge of Project Management
PM’s Live in Conflict
• Competition for staff• Compete with other projects for resources• Multiple Bosses• Different priorities and objectives of stakeholders
• Clients, Parent Org, Team, Public
Challenge for Project Manager
It’s your problem!
Induce?
Must induce the right people at the right time to address the right issues and make the right decisions.
The Project Manager Increased professionalism & tools Typically “Thrown into PM” Appreciation of importance Company Hierarchy vs. Projects Responsible for Outcomes without authority Projects change “Known unknowns & unknown unknowns” Trans-disciplinary Conflicts
The Project Manager’s Job
Respond to Clients Respond to Environment Identify problems (pro-active) Correct problems Build the team Conduct Trade-offs Make timely decisions Optimize the Project Lead and Manage
• Enthusiasm & despair are infectious
• Politics: naïve vs. shark
• Ethical reporting
The Project Manager’s Job Manage: Constraint & Tradeoffs
2-68
Time Cost
Scope
Project tradeoffs; what experiences have you had?
"Triple constraint" removed in the latest PMBOK. Constraints referenced as "balance constraints of scope, quality, schedule, budget, resources & risk."
The Project Manager’s Job
Stakeholder Analysis
Manage Stakeholders
2-69
Definition: Stakeholder2-70
Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.
PMBOK® Guide, 4th Edition, Glossary
Stakeholders2-71
Customer Determines the project deliverables
(requirements) and provides funding; often represents or is the end-item user
Project sponsor Person in management who approves
and supports the project Project team
The individuals that perform the required project tasks
Stakeholders2-72 Project manager
Responsible for the successful accomplishment of the project
Functional managers Providers of the labor force required to
perform the project’s tasks Other stakeholders include:
Performing organization Government agencies/regulators Suppliers and vendors/subcontractors End-users
Summary of General Project Manager Responsibilities
2-73
Use general, application area, and project managerial skills to: Ensure stakeholder satisfaction Establish and maintain quality standards Ensure compliance with regulations, state
and federal laws, organizational policies, and procedures
Identify and manage project risks Select and uses tools and techniques for each
of the project management processes Deliver the project on time and within budget
Exercise2-74
Assess Your Organization’sProject Management Performance
Students assess the project management performance level for their organization
Summary2-75
Project management is a subset of general management, and is both an art and a science
Project managers must draw upon a complex skill set that allows for seamless transition among the business, social, technological, and economic issues facing management to bring balance to the triple constraints of time, scope, and budget
The importance of addressing and satisfying the needs and the expectations project stakeholders must not be understated
2-76
Summary Project managers are responsible for selecting the
most appropriate life cycle to support the type of project implemented
Knowing the corporate culture and the authority of the project managers helps the project manager know the boundaries or limits they face within the performing organization
PMI® organizes project management into five process groups and nine knowledge areas
Further Reading from Book2-77
Review Chapter 1 On your own prepare your responses to
the questions at the end of the chapter. Compare them with the keys at the end
of the text book.
References2-78
PMBOK 4th Edition, 2008 PMI MBA Fundamentals, Kanabar &
Warburton.