INTRODUCTION  TO  PROJECT  MANAGEMENTSergey V. Nesterov MD, PhD,

PMPSergey  V.  Nesterov  MD,  PhD,  PMP,  PgMP

WORK  WE  DO

CONTINUOUS

MASS

BATCH

JOBBING

PROJECT

PROCESS  FLOW

PROCESS  TASKS

VARIETYVOLUME

(mod.  SLACK  2009,  p.92)

lowlowhigh

high

intermittent

continuous

diverse/complex

repeated/divided

A  PROJECT

A  temporary  endeavor  undertaken  to  create  a  unique  result

(mod.  PMBOK  2013,  p.553)

PROJECT PHASE. A collection of logically related project activities thatculminates in the completion of one or more deliverables

PROJECT LIFE CYCLE (PLC). The series of phases that a project passesthrough from its initiation to its closure.

Generic  PLC  STRUCTURE

1. STARTING  the  project2. ORGANIZING  and  PREPARING3. CARRYING  OUT  the  project  work4. CLOSING  the  project

(PMBOK  2013,  p.39)

NOT  all  projects  are  SUCCESSFUL

Large IT projects run 45% over budget, 7% over time, while delivering56% less value than predicted1;Only 40% of projects met schedule, budget and quality goals2;413 of 840 (49%) federally funded IT projects are either poorlyplanned, poorly performing or both3.

1http://www.mckinsey.com/insights/business_technology/delivering_large-­‐scale_it_projects_on_time_on_budget_and_on_value2http://www-­‐935.ibm.com/services/us/gbs/bus/pdf/gbe03100-­‐usen-­‐03-­‐making-­‐change-­‐work.pdf3http://www.gao.gov/new.items/d081051t.pdf

The cost of [IT] project failure across the EU was €142 billion in 20041

A loss of $50 billion to $150 billion per year in the United States1

PROJECT  FAILURES  COST

1http://www.gallup.com/businessjournal/152429/cost-­‐bad-­‐project-­‐management.aspx

..COST  A  LOT

http://www.brookings.edu/~/media/research/files/papers/2011/1/global%20poverty%20chandy/01_global_poverty_chandy.pdf

Guaranteeing  every  person  in  the  world  the  right  not  to  live  in  absolute  poverty$150  billion$66 billion1

WHY  do  projects  FAIL?Changing  priorities  within  organization  – 40%Inaccurate  requirements  – 38%Change  in  project  objectives  – 35%Undefined  risks/opportunities  – 30%Poor  communication  – 30%Undefined  project  goals  – 30%Inadequate  sponsor  support  – 29%Inadequate  cost  estimates  – 29%Inaccurate  task  time  estimate  – 27%Resource  dependency  – 25%Poor  change  management  – 25%Inadequate  resource  forecasting  – 23%http://www.pmi.org/~/media/PDF/learning/translations/2015/capture-­‐value-­‐project-­‐management-­‐uk.ashx  (p.25)

September  17,  2017

"Would you tell me, please, which way I ought to go from here?”

Understand  your  GOAL

"That depends a good deal on where you want to get to," said the Cat.

"Oh, you’re sure to do that," said the Cat, "if you only walk long enough."

"I don’t much care where—" said Alice.

"Then it doesn’t matter which way you go," said the Cat.

”—so long as I get SOMEWHERE,” Alice added as an explanation.

STRATEGY

The direction and scope of <a system> over the long term,

(mod.  JOHNSON  et  al.  2008,  p.3)

which achieves advantage in a changing environment through itsconfiguration of capabilities with the aim of fulfilling <…>expectations.

THE  VOCABULARY  OF  STRATEGY

(based  on  JOHNSON  et  al.  2008,  p.10)

TERM EXAMPLE DEFINITION

MISSION Being extremely  fitOverriding  purpose in  line  with  the  values  or  expectations  of  stakeholders

VISION(STRATEGIC INTENT)

Be  able  to  run  a marathon Desired  future  state the  aspiration  of  theorganisation

GOALLose  weight,  increase  aerobic   capacity,  strengthen  muscles General  statement  of  aim  or  purpose

OBJECTIVE(S) Lose  15   kilos  by   December  and  run  the  half-­‐marathon  next  May

Quantification (if  possible)  or  more  precise  statement  of  the  goal

STRATEGICCAPABILITY Have  gear,  maintain  a  successful  diet

Resources,  activities  and  processes The  unique  ones  provide   ‘competitive  advantage ’

TACTICS Exercise  regularly,  stick  to  the  right  diet Methods  for  achieving  the  goal

CONTROLMonitor  KG,  KM,  MIN:  dynamics  good   –continue;  not  – change  strategies

The  monitoring  of  action  steps

HIGHLIGHTS:

1. PROJECTS:  LOW  VOLUME,  HIGH  VARIETY,  COMPLEX  TASKS2. PROJECTS  HAVE  A  LIFE  CYCLE3. PROJECTS  DO  FAIL;  OFTEN,  ‘DOOMED’  AT  THE  VERY  START4. UNDERSTANDING  YOUR  GOALS  HELPS

“Life  is  what  happens  to  you  while  you’re  busy  making  other  plans”

or  

“Failing  to  plan  is  planning  to  fail”

Work  demands  PROFESSIONAL  APPROACH

We have a natural tendency to act first and think later

We tend to overlook all of the consequences

PROJECT  MANAGEMENT  HELPS

to reach agreements on ‘boring’ activities—planning, tasks, authorityand responsibilities—before the assignment even gets off theground.This initial investment pays off in the end.

PROJECT  MANAGEMENT

The application of knowledge, skills, tools, and techniques to projectactivities to meet project requirements.

(PMBOK  2013,  p.553)

PM  KNOWLEDGE  AREAS1. INTEGRATION  management2. SCOPE3. SCHEDULE4. COST5. QUALITY6. RESOURCES7. COMMUNICATIONS8. RISK9. PROCUREMENT10.STAKEHOLDER

THE MANAGER IS OF UTMOST IMPORTANCE

It is not the methods, concepts or the checklists themselves that canbe useful and advantageous in project and program management: itis the individual manager, together with those charged with theactivities and efforts, who determine success or failure.

PROJECT  MANAGER

The person assigned by the performing organization to lead the teamthat is responsible for achieving the project objectives.

(PMBOK  2013,  p.554)

Must  be  skilled  in

LeadershipCommunication,  negotiation,  conflict  managementProblem  solving  and  creative  thinkingPlanning  and  estimatingContract  managementTime  management

PROJECT

 MAN

AGER

Is  expected  to

DESCRIBE the intended project deliverableINITIATE activities or efforts at each phase or stagePREPARE the relevant decision documents and management plansENSURE that plans are adjustedACT as coordinator for the various parties involvedCLARIFY who will monitor progress and how they will do soMODERATE internal relationships within your projectINFLUENCE the environment and ANTICIPATE changes

PROJECT

 MAN

AGER

PMBOK  GUIDE

An inclusive term that describes thesum of knowledge within theprofession of project management.

The complete project managementbody of knowledge includes proventraditional practices that are widelyapplied and innovative practices thatare emerging in the profession.

HIGHLIGHTS:

5. PM  PROVIDES  A  STRUCTURED  APPROACH  TO  COMPLEX  TASKS6. A  PROJECT  MANAGER  IS  OF  UTMOST  IMPORTANCE7. THE  MANAGER  MUST  BE  SKILLED  IN  MANY  AREAS

PROJECT  SUCCESS

…should be measured in terms of completing the project within theconstraints of scope, time, cost, and quality, as approved betweenthe project managers and senior management.

(mod.  PMBOK  2013,  p.35)

THE  PROJECT  MANAGEMENT  TRIANGLE

TIME

SCOPECOST

QUALITY

PROJECT  SUCCESS  (2)

The project is only successful if it produces a worthwhile productwhich can be operated beneficially for some time after thecompletion of the project to repay the investment in it.

(TURNER  and  COCHRANE,  1993)

PROJECT  MANAGEMENT  PLAN

The document that describes how the project will be executedmonitored, and controlled.

(mod.  PMBOK  2013,  p.554)

Includes

PROJECT BASELINES:SCOPE baselineSCHEDULE baselineCOST baseline

SUBSIDIARY  PLANS:SCOPE  management  planREQUIREMENTS  management  planSCHEDULE  management  planCOST  management  planQUALITY  management  planPROCESS  IMPROVEMENT  planHUMAN  RESOURCE  management  planCOMMUNICATIONS  management  planRISK  management  planPROCUREMENT  management  planSTAKEHOLDER  management  plan

(PMBOK  2013,  p.76-­‐77) PROJECT

 MAN

AGEM

ENT  PLAN

BASELINE

The approved version of a work product that can be changed onlythrough formal change control procedures and is used as a basis forcomparison.

(mod.  PMBOK  2013,  p.529) PROJECT

 MAN

AGEM

ENT  PLAN

THE  TERRITORIES  OF  THE  PM  LANDSCAPE

(mod.  WYSOCKI  2014,  p.8)

PM  CONCEPTUAL  MODELS

SCOPE PLAN LAUNCHMONITOR  

&CONTROL

CLOSE  Project

SCOPE PLAN LAUNCHIncrement

MONITOR  &

CONTROL  Increment

CLOSEIncrement

CLOSE  Project

Next  Increment

?

SCOPE PLANIteration

LAUNCHIteration

MONITOR  &

CONTROL  Iteration

CLOSEIteration

CLOSE  Project

Next  Iteration

?

SCOPEPhase

PLANPhase

LAUNCHPhase

MONITOR  &

CONTROL  Phase

CLOSEPhase

CLOSE  Project

Next  Phase?

TRADITIONALLINEAR

TRADITIONALINCREMENTAL

AGILE

EXTREME

N

N

N

Y

Y

Y

HIGHLIGHTS:

8. THE  MAIN  PM  MODELS  ARE  TRADITIONAL,  AGILE  AND  EXTREME9. PROJECT  SUCCESS  MIGHT  BE  IN  THE  EYE  OF  THE  STAKEHOLDER10. THE  PROJECT  TRIANGLE  BINDS  TOGETHER  SCOPE,  TIME  AND  COSTS