mgt/437 - grot.com project management session #1 university of phoenix 06/15/2004 ... brian smithson...
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06/15/2004 MGT/437 #1 -- Brian Smithson 1
MGT/437
Project ManagementSession #1University of Phoenix06/15/2004Brian Smithson
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AgendaPersonal introductionsCourse introductionDiscuss syllabusLearning Team setupSession contentReview and preparation for #2
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Facilitator introductionBrian Smithson – brian-uop@grot.com25 years industry experience10+ years Internet experienceBSEET, Oregon Institute of Technology, 1978MBA, Golden Gate University, 1993PMP, SSCP, CISSP certifiedEngineering, project, product managementSee syllabus and faculty web page for details
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Student introductionsYour name ____________Where you work ____________What you do ___________Your experience with project management:
Have you been on managed projects? Have you had project management training? Have you been a project manager?Are you PMP certified, or interested in becoming PMP certified?
Your expectations for this course? ___________
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Course Objectives: Week 1Project Management Overview and the Project Planning Process
Recognize the need for project management.Explain the project planning process within organizations.Develop project goals that directly tie to organizational strategic objectives.Compare and contrast various project selection criteria.
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Course Objectives: Week 2Scope, Schedule, and Risk
Define project scope.Develop a work breakdown structure to achieve project goals.Produce a Gantt chart and network flow diagram.Conduct a risk assessment.Develop a contingency plan to mitigate risks.
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Course Objectives: Week 3Project Resources
Analyze the relationships among organizational culture, project structure and project resources.Identify project resources.Allocate project resources.Create a time-phased project budget.
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Course Objectives: Week 4Managing Projects to Achieve Optimal Results
Compare and contrast various performance measurement systems.Create a monitor and control system to achieve project goals.Compare and contrast various conflict resolution techniques.Solve problems related to project under changing conditions.
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Course Objectives: Week 5Project Analysis, Evaluation, and Termination
Evaluate project outcomes in terms of the triple constraint.Identify causes associated with project success or failure.Select the appropriate termination process for a project.Analyze the legal and ethical considerations relative to a project.
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SyllabusContact informationCourse web site:http://www.grot.com/uophx/MGT437-20040615/
Point values and gradesClassroom policiesAssignment policiesAttendance and participationLate assignments, incompletesFeedbackAcademic integrity and privacyQuestions?
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Learning Team setupExisting Teams?Learning Team Charters (due week #2)Learning Team Logs (due each week)
Turn in only one copy of Learning Team LogLearning Team Project
Specified in the Course SyllabusLearning Team paper and presentation (due week #5)
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Session #1 contentProject management overviewProject planning processProject goals and strategic objectivesProject selection criteria
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Project management overviewDefinition
The application of knowledge skills, tools, and techniques to project activities to meet project requirements. (PMBOK)
Characteristics of projectsA temporary endeavor undertaken to create a unique product, service, or result. (PMBOK)Temporary: definite beginning and definite end.Unique: has not been done before (although repetitive elements may also be involved)
Characteristics and role of a project managerDeals with competing demands for scope, time, cost, risk, and quality.Deals with project stakeholders that have differing needs and expectations
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Need for project managementCompetition
InternationalDomestic
Responsiveness to market changesTechnological advancesDemand for customized goodsRegulatory complianceKnowledge explosionOrganizational restructuringManagement directives
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Need for project portfolio management
Organizations have more projects to do than resources to accomplish themCorrect choice of which projects to do and which not to do may not be intuitively obviousDocumented selection criteria and decision processes can be validated/invalidated after the fact
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Integration of projects in an organization
Projects and project management can be integrated into an organization in several ways
FunctionalWeak MatrixBalanced MatrixStrong MatrixProjectized
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Functional Organization
Source: Project Management Institute PMBOK 2000 edition
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Weak Matrix Organization
Source: Project Management Institute PMBOK 2000 edition
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Balanced Matrix Organization
Source: Project Management Institute PMBOK 2000 edition
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Strong Matrix Organization
Source: Project Management Institute PMBOK 2000 edition
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Projectized Organization
Source: Project Management Institute PMBOK 2000 edition
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Characteristics of organizational structures for project management
Organizational Structure Matrix
Project Characteristics Functional Weak Balanced Strong Projectized
Project Manager authority
Little or none
Limited Low to moderate
Moderate to high
High to almost total
% of org. doing full time
project work
Virtually none
0-25% 15-60% 50-95% 85-100%
Project Manager’s role
Part time Part time Full time Full time Full time
Common titles Project coordinator / Project leader
Project coordinator / Project leader
Project Manager / Project Officer
Project Manager / Program Manager
Project Manager / Program Manager
Project management
admin staff
Part time Part time Part time Full time Full time
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Project planning process overview
Standard process modelProject introduction
BackgroundStatement of needProject objectivesProject selection criteria
Project task analysisScopeStatement of workWBSTask flow networkCritical pathProject scheduleRisk assessmentContingency plan
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Project planning process (2)Resource allocation
Project organizationTask and responsibility matrixResource availability matrix Time-phased project budgetCost account budget allocation
Project evaluation, reporting, and terminationPerformance measurementEvaluationReportingConflict resolution methodologiesTerminationPost evaluation and recommendations
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Project planning process (3)Other projects management processes and tools
Resources from professional organizationsProject Management Institute (www.pmi.org)
Microsoft® Project® 2000Other software packagesSpecific industry and organizational process modelsStandard principles non-standard terminologies
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Project goals and organizational strategic objectives
Sources for project requirementsMarket demandBusiness needCustomer requestTechnological advanceLegal requirementSocial need
Is it a project?SpecificMeasurableAssignableRealistic/reachTime-related
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Project selection criteriaProject criteria
Corporate fitManagement portfolio
Objective/measurableRegulatory complianceProfit modelsScoringWeighted modelsScreening matrix
SubjectivePolitical UrgencyManagement directives
Legal and ethical considerations
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Integrating QuestionsDoes a detailed project plan guarantee a successful project? Why or why not?Why is it important to integrate projects within an organization? How is this affected by globalization?
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