Advanced Project Management-Introduction

Ghazala Amin

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Agenda• Introduction• Meeting Objectives• Project Oriented Industries• Project Manager, Power and Authority• PM Discipline• Managing your Stake Holders• Talk the Talk and Walk the Walk• Communication• Project Closure

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Meeting Objectives

• Introduce myself• Share experiences and my personal

perspectives• Project Management and your insight into

what its all about…• Informal and Casual Q & A Session

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Introduction

• BS in Computer Engineering• MS in Electrical Engineering and Software

Management• Certified Information Specialist, EDS/HP• Certified Senior Project Manager, IBM Global

Services • PMI Certified – Project Management

Professional

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My Team‘s “food for thought”

Why did you become a Project

Manager

Does your

project team

like you and

why

Your expectations from this class

Advanced PM Course Layout

• 16 lectures over the semester• Announced midterm – 25% of total grade• Project Methodology assignment – 25% of total

grade– Graded on communication (written) skills– Templates in MS word format.

• Announced Final – 50% of total grade– MCQ, T and F, Short answers (essay type)

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Open Door Policy

• Honest and open two way communication.

– Instructor Students

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Success

Project Management is a critical professional discipline

Advanced PM Course Material

• Reference Materials for Study– Study Notes and class discussions– A guide to the Project Management Body of

Knowledge (PMBOK)– Dr. Harold Kerzner’s book

• Project Management-A Systems Approach To Planning, Scheduling and Controlling

– The Wisdom of teams, Katzenbach and Smith– The 7 Habits of Highly Effective People by Stephen R.

Covey

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• To introduce MSPM students to Project Management Fundamentals and how Project Management has evolved into strict professional discipline over the past 3 decades.

• To encourage MSPM students to share their professional PM experiences of how they are managing real life projects in Pakistan.

• To raise the bar of introductory PM education being offered in other programs and universities. We are targeting experienced PM Professionals.

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Learning Objectives

• This course would introduce MSPM students with basic knowledge of PM processes that would help them with PM certification exams being offered by PMI or other PM organizations.

• It only provides the basic knowledge of various project management concepts. It gives the “what is”, the “how to implement” should be dealt with in other classes in detail.

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Learning Objectives

Who should study Project Management?

• Anyone who is directly or indirectly involved in;• initiating, planning, implementing, monitoring, evaluating

and/or controlling a project;• in a position which involves a substantive level of

decision-making, responsibility, communication and coordination,

• should be thoroughly familiar with all the subject areas, methodology, processes and tools and techniques of project management.

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A good and common project management knowledge platform will increase the likelihood of the project attaining its goal within time and budget.

Project Oriented Industries

• NASA and DOD (Department of Defense)

• Construction, architecture, new product development

• Financial Institutions– Banks, Insurance, Telecommunication

• Manufacturing Units and Plants’ operation

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Project Manager’s Power and Authority

• Authority– Right of an individual to make necessary decisions

required to achieve his objectives or responsibility.• Power

– Granted to an individual by the subordinates and peers over time and is a measure of their respect for the individual.

– Builds credibility and respect in the profession.• Accountability

– Acceptance of success or failure.

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Talk the Talk and Walk the Walk

• Knowing and using industry specific LINGO – Terms and terminology.

• Award and Reward - Ensure every one understands the benefit of project completion on schedule and budget.

• Use cultural influences to your advantage.

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What kind of Project Manager are you?

• Accidental Project Manager– Usually, this project manager comes up through the ranks. For instance, a

strong programmer becomes the project manager on a development project. Or a strong network technician becomes the project manager on a large network upgrade. These people understand the types of projects that they are managing, they can build a work plan, and they can assign work to other team members. However, they don't have a lot of project management discipline.

• Good Project Manager– The second type of project manager understands that successful

project management requires you to manage issues, scope, communication, risk, etc.

• Proactive Project Manager– the third type, is someone who has made the mental transition to

apply his or her discipline on a proactive and ongoing basis.04/19/23 Project Management and overview 15

Project Management Discipline

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ProjectA temporary endeavor undertaken to create

a unique product or service

Project ManagementThe application of knowledge, skills, tools and

techniques to project activities in order to meet or exceed stakeholder needs and

expectations

ProgramA group of projects managed in a coordinated

way to obtain benefits not available from managing them individually

•Start and End date, allocated budget and available resources•Dedicated Stakeholders•Informed and Knowledgeable End user•Empowered Project Office personnel• Strict documentation•Change management and risk mitigating process•Estimation process for additional or in-scope deliverables•PLANNING, CONTROLLING AND MANAGING.

Stake Holder Communication

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ProjectManager

TopManagement

TheCustomer

RegulatorsLinks -TBD

Project TeamMembers

Line ManagersOther Projects

Vendors

Project Manager :a coach and mentor

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The project manager’s leadership style should be matched to the developmental level of the project team and should move through successive steps of:

• Directing, • Coaching, • Supporting, and• Delegating

Project Manager

• Project Manager not only leads and manages the project but helps the team with attaining SMART objectives for the project and the team.

• S : Specific• M : Measurable• A : Attainable• R : Realistic• T : Time bound

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COMMUNICATION

• Communicate, Communicate and Record

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Identify root causes of problems

Critical Path Analysis

Earned Value

Project Reviews

Identify significant variances

Project Meetings

Identify significant

trends

Resource Analysis

Trial Solutions

Reports

Performance Tests Results

Project Closure

• Project plan updates• Documentation Archived• Legal Contract Closure• Administrative Closure for Resources• Corrective actions• Lessons learned

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Wrap Up

• Q & A Session.

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