introduction to project management...introduction to project management university business...
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Introduction to Project ManagementUniversity Business Institute
Amir DabirianVice President for Information Technology/CIO
March 21st, 2012
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Th M M thThe Man MonthMen and months areMen and months are interchangeable commodities onlycommodities only when a task can be partitioned amongpartitioned among many workers with no communicationno communication among them
Th M M hThe Man Month
Time versus number of workers is anof workers is an unpartitionable task.
Th M M hThe Man MonthTime versus the number of workers is aTime versus the number of workers is a partitionable task requiring communication
The Man MonthTime versus the number of workers is aTime versus the number of workers is a
partitionable task requiring complex communication
Wh t i P j t M t?What is Project Management?
Project management is the discipline of planning, organizing, securing, and managing resources to achieve specific goalsresources to achieve specific goals.
A project is a temporary endeavor with aA project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added al ebeneficial change or added value.
Project Management
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Components of a Project
Scope
Budget
Deliverablesp
S h d l
Deliverables
I dSchedule Resources Issues and RiskCommunication
What is Missing?
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What is Missing?
Scope
Budget
Deliverables
Constraints!
p
S h d l
Deliverables
I dSchedule Resources Issues and RiskCommunication
Change Management!
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Change Management!
Project Management OverviewWhy Projects Fail Why Projects SucceedVision and goals not defined Vision, objectives and scope well
Project Management Overview
defined and approvedCustomer/end users not engaged Strong sponsorshipLack of accountability Risk is managedInsufficient team skills Project plan is realistic, achievable and
approvedFailure to manage risk Scope (change) is managedg p ( g ) gUncertain dependencies Good stakeholder communicationResource competition Competent Project ManagerScope changes Project management methodologyScope changes Project management methodologyLack of good communicationUnrealistic deadlines
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Critical Success FactorsCritical Success Factors• Decision-Making Process
– A well-defined decision-making process will minimize a number of issues related to scope, efficiency, and productivity throughout the project implementation cycle.
• Project Scope– Scope defines what needs to be delivered by the project, and a
changing scope means the project will have difficulty in achieving g g p p j y gproject goals.
• TeamworkProject teams are assembled by bringing together staff from the– Project teams are assembled by bringing together staff from the existing organization, new hires, and possible external consultants and they need to work together for a common goal.
Critical Success FactorsCritical Success Factors• Change Management
– It is up to the project manager to communicate the importance and significance of the project to the entire organization, top to bottom, through effective communication and training.
• Implementation Team and Executive TeamThe program manager and project manager are critical to a– The program manager and project manager are critical to a successful implementation.
– Executive management support and commitment throughout the project is essentialproject is essential.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Project LeadershipProject Leadership• To be successful, the PMO must manage the risks
involved in a project implementationinvolved in a project implementation.
• PMO will likely need to monitor or address the following d i j t i l t tiduring a project implementation
– Project start-up (Hiring the right staff and initial setup)
– Interaction or goals between technical and functional staff
– Commitment of senior management for the length of the project
St ff d f i l lt t t– Staff and professional consultant turnover
– Second guessing project decisions
– Passive–aggressive staff and users
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 15
Passive aggressive staff and users
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Spiral model
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Project Management Life Cycle and MethodologyExecute the Project
Project Management Life Cycle and Methodology
Controlthe Project
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Plan the Project
j
Project Management M th d l
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4
Cl
Methodology
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Initiate the Project
Close the Project
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Project
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Project Management Life Cycle andProject Management Life Cycle and Methodology
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Project Lifecycle Activity LevelsProject Lifecycle – Activity Levels
Executing
LevelOfActivity Planning
ecu gProcesses
PlanningProcesses
InitiatingProcesses
Controlling Processes
ClosingProcesses
Retired
Time
Retired
Project Management Life Cycle and Methodology
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3
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Project Management Life Cycle and Methodology
1 Project Request
1
5
1• Request description
• SponsorInitiate the Project
• Business justification
• Primary stakeholdersy
• High level cost estimates
• Identify project size or categoryDetermine the y p j g y
• Small/Medium/LargeFollowing
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Project Management Life Cycle and Methodology
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3
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Project Management Life Cycle and Methodology
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Project CharterA i f l j
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1 • Appropriate for large projects
• Project objectives
Initiate the Project
• High level project deliverables
• High level constraints and iassumptions
• High level cross functional impactsDetermine the
• High level resource needs
• Approved Charter authorizes the j
Following
project22
Project Management Life Cycle and Methodology
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3
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j g y gy
Project Schedule• Developed with the team and SMEs2
1
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• Developed with the team and SMEs
• Work Breakdown Structure (WBS)
• Tasks and durations defined and
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• Tasks and durations defined and sequenced
• Predecessors identified
Plan the Project
• Predecessors identified
• Resources assigned to tasks
• Critical path• Critical path
• Approved by sponsor
Baseline• Baseline
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Project Management Life Cycle and Methodology
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3
4
j g y gy
Gantt Chart2
1
5
2
Plan the Project
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Project Management Life Cycle and Methodology
2
3
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j g y gy Pert(Program (or Project) Evaluation and
Review Technique) Chart2
1
5
2
Plan the Project
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Project Management Life Cycle and Methodology
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3
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j g y gy
Other Planning Activities• Project management tools and2
1
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• Project management tools and infrastructure
• Stakeholder communication plan
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Stakeholder communication plan
• Scope change management
• Deliverables acceptance
Plan the Project
p
• Issues management
• Risks and cross functional impactsp
• Work estimates and project plan development
• Project Kick‐Off Meeting26
Project Management Life Cycle and Methodology
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3
4
j g y gy
Use the project plan to manage the j t3
1
5project
Conduct regular status meetings
Create & distribute regular status reports
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Create & distribute regular status reports
Track planned vs actual and update project plan
Execute the Project
project plan
Keep the project plan current
Track and escalate issues and risksTrack and escalate issues and risks
Quality assurance
Track Lessons Learned
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Project Management Life Cycle and Methodology
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3
4
4
j g y gy
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5
4
Control the Project
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Project Management Life Cycle and Methodology
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3
4 Ensure appropriate approvals of d li bl4
j g y gy
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5deliverables occur
Conduct performance review h k i t ( lit ti b d t
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checkpoints (quality, time, budget, lessons learned)
Take required corrective action
Control the Project
Take required corrective action
Issue change requests
M k h d dj t th b li Make changes and adjust the baseline
Implement contingency plans
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Project Management Life Cycle and Methodology
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4 Distribute final status report5
Project Management Life Cycle and Methodology
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5 Collect and compile lessons learned from team
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Facilitate a Post Project Review Meeting
E i fi l
Closethe Project
Ensure appropriate final acceptance approvals occur
Fi li j t d t ti d Finalize project documentation and file in project archives
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Core Project Management DeliverablesCore Project Management DeliverablesProcess DeliverableI iti t P j t R tInitiate Project Request
Project CharterPlan Project Scope
Project ScheduleProject ScheduleProject Organization ChartCommunications Plan
Execute Status Reportsecute Status epo tsMeeting SummariesIssue Log
Control Contingency PlansChange RequestsPerformance Review Checkpoints
Close Lessons LearnedP t P j t R i
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Post Project Review
Core Project Management Deliverables
• Project Status Meetings
Core Project Management Deliverables
– Schedule at regular intervals– Have a clear meeting objective– Distribute agenda and document ahead of timeDistribute agenda and document ahead of time– Capture key discussion, decisions, issues, risks,
and action itemsFacilitate discussion keep to agenda; take off– Facilitate discussion – keep to agenda; take off-line where appropriate
– Parking lotBrainstorm– Brainstorm
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C P j t M t D li bl
• Effective Project Meetings
Core Project Management Deliverables
– PMO is in charge– Are all of the key participants present? If not, follow
up is necessaryup is necessary– Record, status and review Action Items– Capture and track issuesCapture and track issues– Recap Next Steps. Confirm owners and due dates.– Schedule and facilitate off-line meetings to resolve
complex issues– Publish minutes and actions quickly
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Tracking Project Progress
• Status meeting
Tracking Project Progress
Status meeting• Update project schedule• Issues tracking and escalationIssues tracking and escalation• Status reporting• Risk management and contingency plan• Risk management and contingency plan• Leading teams• Time management tips• Time management tips
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Project Infrastructure and Tools
• Define during Planning
Project Infrastructure and Tools
Define during Planning– Meeting schedule and calendar– Templates, logosp g– Contact list– SharePoint or other project site/document repository– Listservs, distribution lists– Team training
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ffEffective Project Management Applications
• MS Projectj– Project Plan
• Excel• Word• Project Disk Repository
Communication tools• Communication tools– Project Website– Email Account– Collaboration – Facebook/Twitter– YoutubeYoutube– Web Conferencing
QUESTIONS