PM501

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PM501

• Introduction to Project Management
• Session 1 Main Concepts and Terms

Dr. Nedka Gateva ngateva_at_technologica.com
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Learning Goals

• What is a project?
• What is a project management?
• Development of the project management methodology
• The project life cycle
• The product life cycle
• The project model
• The project management processes
• Programs and projects
• Portfolios and portfolio management
• Project Management System
• PM Office

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Definition of a Project

• A project is a temporary endeavor undertaken to
  create a unique product, service, or result.
  (PMI).

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Project Characteristics

• Unique a project is aimed at creating a new
  product, or service, or results.
• Temporary a project has a definite beginning
  and a definite end.
• Progressive Elaboration proceeding in steps,
  and continuing by increments worked with care and
  detail.
• Complexity participation and interaction of
  people from different departments and
  organizations, with different knowledge and
  experience.
• Organization needs the establishment of a
  temporary organizational structure of roles and
  responsibilities, and co-ordination of work on
  the project tasks.
• Agreement a contract or negotiation among two
  or more parties about the project goals and
  assumptions.

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Characteristics of a Project

• Have a supported purpose/importance
• Performance specifications (form, fit, function)
• Known (bounded) solution
• Have a life cycle with finite due date
• Interdependencies
• Uniqueness
• Resource requirements and tradeoffs
• Stakeholder Conflict

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Project Management
Tools
Processes
People
Project management is the application of
knowledge, skills, tools and techniques to
project activities to meet project
requirements. Reference PMBOK Guide Third
edition - PMI
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Other Definitions

• A project is a problem scheduled for solution.
• J. M. Juran
• Project management is problem solving on a large
  scale.
• Problem is not necessarily something bad or
  negative, it may be a challenge for a change.
• Project management involves three major
  categories of activities planning, scheduling
  and controlling of those activities that must be
  performed to achieve project objectives.
• J. P.
  Lewis

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Why and When Projects?

• Understanding the business needs in response of
  which a project is undertaken.
• Following a systematic approach in managing a
  project
• Identifying the requirements
• Setting clear and achievable goals
• Balancing the competing requirements for quality,
  scope, time and cost
• Tailoring the specifications, plans and
  approaches to the different interests and
  expectations of the project stakeholders.

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Areas of Expertise
Project Management Body of Knowledge
PMBOK? Guide
Areas of Expertise of the Project Team
Application Area Knowledge, Standards
Regulations
Interpersonal Skills
General ManagementKnowledge Skills
Understanding the Project Environment
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Theoretical Background

• Theory of management
• System approach and system analysis
• Statistics and decision support models
• Social psychology
• Total quality management
• International standards for systems of quality
  management and quality assurance - ISO 9000 2000
• Software engineering and design methods

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Scientific Development

• Frederick Tailor (1856-1915) the father of the
  management science
• Henri Gantt (1861-1919) the creator of the bar
  chart
• Dr. Edwards Deming (1900-1993) the father of
  the quality
• Various significant scientific breakthroughs in
  information technology and other areas with huge
  impact on the project management.

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The System Approach

• Systems, sub-systems, components and their
  interactions
• Principles of the behavior of the systems

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Project Related Activities

• Programs
• A program is a group of projects, managed in a
  coordinated way to obtain benefits and control
  not available from managing them individually.
  (Turner, J. Rodney. The Handbook of Project-Based
  Management. New York McGraw-Hill, 1992.)
• Programs may include everyday operations and
  activities outside of the scope of the projects
  in the program which are needed to ensure the
  completion of the projects.
• Portfolios
• A portfolio is a collection of projects or
  programs and other work that are grouped together
  to facilitate effective management of that work
  to meet strategic business objectives. (PMBOK
  Guide, PMI)
• Subprojects
• Parts of a project assigned to a sub-contractor
• Separated phases in a large project

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Strategy, Programs and Projects
Environmental need for a change
Strategies and initiatives
Programs
Projects
Ongoing operations
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A Methodology or Methodologies?

• The Methodology is
• A set of principles, concepts, methods and
  procedures, applicable to a situation
• A structured approach, methods and tools for
  planning, ....... of projects
• The methodology IS NOT
• A means of fast solution
• A silver bullet
• A temporary decision
• A cooking book with recipes
• How many methodologies are there?
• There is no such methodology one size fits all
• To choose, adapt and apply the suitable
  components!
• Other related methodologies marketing, strategic
  planning, HR, ...

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Project Life Cycle

Cost and Staffing Level
Intermediate Phases
Initial Phase
Final Phase
Time
Beginning
End
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Stakeholders Influence Over Time
Influence of Stakeholders
High
Cost of Changes
Low
Project Time
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Risk and Knowledge
Project Uncertainty
High
Project Knowledge
Low
Project time
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Project Phases
Idea
Inputs
Project management team
ProjectPhases
FinalPhase
Initial Phase
Intermediate Phases
Acceptance
Project Management Outputs
Charter
Plan
Baseline
Approval
ScopeStatement
Handover
Progress
ProjectDeliverables
Product
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Product Project Life Cycles
Product Life Cycle
Operations
Idea
Business Plan
Product
Project Life Cycle
Final Phase
Intermediate Phases
Initial Phase
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Software Development Project (Waterfall)
Defining
Planning
Analysis
Designing
Modeling
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Software Development Project (Spiral)
Definition
Evaluation
Testing
Real live operation and support
Evaluation
Sub-systemrequirements
Risk analysis
Systemrequirements
Businessrequirements
Conception design
First pilot
Logicaldesign
Secondpilot
Real object
Functionaldesign
Design
Development
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Oracle AIM Advantage Phase and Process Overview
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Project Management Life Cycle
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Management Functions
Controlling
Functions
Leading
Organizing
Planning
Completeness
Phase ?Defining
Phase ??Planning
Phase ???Executing
Phase ?VClosing

• Project Definition
• Feasibility Study
• Approval

• Project Plan
• Budget
• Schedule
• Negotiation

• Development
• Installation
• Testing

• Fine Tuning
• Training
• Acceptance

Time
Take a decision
Live Operation
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The Project Model
Quality
Customer Satisfaction
Time
Cost
Scope
Risk
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The Triple Constraints
Time
Budget
Scope Quality
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The Logical Framework

• Activities on Management Functions
• Planning
• Organizing
• Leading
• Controlling
• Procedures on Project Phases
• Defining
• Planning
• Executing
• Delivering

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Project Management Processes

Initiating
Planning
Executing
Controlling
Closing
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Project Management Processes

• Five Project Management Process Groups
• Initiating 2
• Planning 21
• Executing 7
• Monitoring and Controlling 12
• Closing 2

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Project Management Knowledge Areas

• Nine Knowledge Areas
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management

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Project Management Processes by Knowledge Areas
4. Integration Management
6. Time management
5. Scope Management
4.1 Develop project charter 4.2 Develop
preliminary project scopestatement 4.3 Develop
project management plan 4.4 Direct and manage
project execution 4.5 Monitor and control project
work 4.6 Integrated change control 4.7 Close
project

• 6.1 Activity definition
• 6.2 Activity sequencing
• 6.3 Activity resource estimating
• 6.4 Activity duration estimating
• 6.5 Schedule development
• 6.6 Schedule control

5.1 Scope planning 5.2 Scope definition 5.3
Create WBS 5.4 Scope verification 5.5 Scope
control
9. Human Resource Management
7. Cost Management
8. Quality Management
9.1 Human resource management 9.2 Acquire
project team 9.3 Develop project team 9.4
Manage project team
7.1 Cost estimating 7.2 Cost budgeting 7.3
Cost control
8.1 Quality planning 8.2 Perform quality
assurance 8.3 Perform quality control
10. Communication Management
12. Procurement Management
11. Risk Management
11.1 Risk management planning 11.2 Risk
identification 11.3 Qualitative risk analysis
11.4 Quantitative risk analysis 11.5 Risk
response planning 11.6 Risk monitoring and
control
12.1 Plan purchases and acquisitions 12.2 Plan
contracting 12.3 Request seller responses 12.4
Select sellers 12.5 Contract administration
12.6 Contract closure
10.1Communication planning 10.2 Information
distribution 10.3 Performance reporting 10.4
Manage stakeholders
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Organizational Structure

• Established temporary organizational structure
• Defined roles, responsibilities and tasks
• Defined requirements to project managers
  competencies
• Defined requirements to project team members
  competencies

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Decomposition of Goals and Objectives

WHAT and WHENSignificant, Measurable,
Achievable, Realistic and Time-related goals
WHO and WHYTasks and responsibilities
WHERE and WHAT WAYWork packages and time
schedules
The SMART Objectives
Decomposition of the project work into measurable
pieces, demanding not more than 10, 20, 30, 40
hours.
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Success Components
Successfulprojects
Project managerscompetencies
Personalachievements
Project management maturity of the organization
Organizations achievements
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Competencies in Project Management
Knowledge Dimension
Performance Dimension
Project Results
Knowledge
Performancecapabilities
Facilitates the development of
Technical Skills

• Time
• Cost
• Quality
• Scope
• Risk
• Objectives

Personal Dimension
Personal skills
Human skills
Personal features
Project management competencies in the
performance dimension
Project management competencies in the knowledge
dimension
Project management competencies in the personal
dimension
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Competencies

• Cognitive competencies
• Fundamental knowledge
• Methods and tools
• General management knowledge and skills
• Social competencies
• Organizational competencies
• Personal and behavioral competencies
• Behavior
• Motivation
• Attitude
• Functional competencies
• Job position
• Physical

• Values and ethics competencies
• Personal
• Professional
• Transcendental competencies
• Creativity
• Problem solving
• Learning and self-growth
• Analytical
• Reflective

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General Management Skills

• Leadership
• Communicating
• Negotiating
• Problem solving
• Influence in the organization

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Group Dynamics and Communications

• Trust development
• Conflict resolution
• Talking to the customer
• Listening skills
• Feedback
• Leading the team in decision making
• The Hot groups
• How to fight with negative thinking people
• Knowledge sharing

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Tools and Techniques

• Planning tools and techniques
• Diagnostic tools
• Heuristics methods in problem solving
• SWOT analysis

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Records and Documents

• Document templates
• Records keeping
• Document flows
• Storing and archiving

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Project Information System

• Automation
• Database
• Knowledge Base

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Software Tools for Project Management

• MS Project 2003 Professional
• MS Project Server
• Primavera
• Interface with MS Office Applications

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Strategic Thinking

• The project is a chain of measurable achievements
• The project success definition a strategic
  result
• Conflict resolution aligning of different
  interests and expectations on the part of the
  stakeholders
• Managing a project portfolio

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Project Stakeholders

• Stakeholders are the people involved in or
  affected by project activities
• Stakeholders include
• The project sponsor and project team
• Support staff
• Customers
• Users
• Suppliers
• Opponents to the project
• Other

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Major Roles in a Project
Managers in the organization
Project manager
Sponsor(Funding organization)
Project team members
Other stakeholder
Customer
Project Stakeholders
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Interactions of Project Participants
ProjectSponsor
A Project
???????(??????????)
ProjectManager
?????????????? ??????
Project ManagementTeam
Project Team
Project Stakeholders
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Assignment of the Project Management
Responsibilities
?
?
?
?
Responsible for the successful execution
Approval
Has to beinformed
Has to co-operate
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The Role of the PMO

• Organizational unit for centralized project
  management
• Development of policies and procedures
• Training of staff and methodological support
• Coordination, resources allocation, direct
  participation
• Knowledge base

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Project Success Factors

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Improvement Cycle

Act
Plan
Do
Check
Shewhart Deming