UN0603 Unit 2

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UN0603Unit 2

• The Project Management Context

Dr. J. Michael Bennett, P. Eng., PMP UNENE,
McMaster University, The University of Western
Ontario Version 2K6-IX-14
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Change Control

• 2K6-IX-14 Initial Creation

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UN0603 Road Map

• Unit 1 Introduction to Project Management
• Unit 2 The Project Management Context
• Unit 3 Project Management Processes
• Unit 4 Project Integration Management
• Unit 5 Project Scope Management
• Unit 6 Project Cost Management
• Unit 7 Project Time Management
• Unit 8 Project Quality Management
• Unit 9 Project Human Resource Management
• Unit 10 Project Communications Management
• Unit 11 Project Risk Management
• Unit 12 Project Procurement Management

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Unit 2 RoadMap

• 2.1 Project Phases and the Project Life Cycle
• 2.2 Project Stakeholders
• 2.3 Organizational Influences
• 2.4 Key General Management Skills
• 2.5 Social Economic Environmental Influences

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2.1 Project Phases and the Project Life Cycle

• 2.1.1 Characteristics of Project Phases
• 2.1.2 Characteristics of Project Life Cycles
• 2.1.3 Typical Life Cycles

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2.1.1 Characteristics of Project Phases

• Each phase is demarcated by one or more
  deliverables
• A deliverable is a tangible, verifiable work
  product (feasibility study, requirements
  document, piece of code etc)
• Conclusion of a phase is called a phase exit,
  gate, kill point, etc

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Gate Activities

• Determine if the project should continue into its
  next phase
• Review project quality
• Review deliverables
• Detect, report and correct defects
• Gates are defined by the Project Life Cycle

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2.1.2 Project Life Cycle Models

• Life cycle models are useful in
• Determining complete set of activities
• Determining if we are tracking appropriately
• Estimating costs overruns
• Estimating schedule overruns
• Note that most follow a Rayleigh Curve

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Life Cycles

• Phases a system or product goes through
• E.g. product life cycle
• E.g. software life cycle
• Uses
• Management and planning
• Task and result identification
• Study and improvement

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Why use a Life Cycle?

• Increasing size and cost make it mandatory
• Social implications
• Legal/regulatory requirements
• Because nuclear engineers are ENGINEERS and
  that's what engineers do

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Phases of the Engineering Life Cycle

• Requirements
• Specifications
• Design
• Implementation
• Integration
• Testing
• Maintenance
• Retirement

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A Rayleigh Curve
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Typical Life Cycles

• Hump often is shifted towards the end (in most
  projects)

Initial Phase
Intermediate Phases
Final Phase

time
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Life Cycle define (generally)

• What technical work is to be done at each phase
• Who is involved at each phase

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PM LC Common Characteristics

• Cost/staffing is low at beginning and end rises
  towards the end to maximum
• At the start, Probability of Failure and
  Likelihood of Risk are highest fall slowly as
  the project proceeds
• Ability of stakeholders to change product
  characteristics is highest at start and falls
  towards completion

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Stakeholders Influence over Time
High
Stakeholders Influence
Cost of Changes
Low
Project Time ?
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Time Dependency Spelled Out (B Boehm Annuals
of SE 1(1), 1995 Kluwer Pub)
4x
2x


1.5x



1.0x






0.5x

0.25x
Product design
Accepted software
Development and testing
Reqments and Plans
Detailed design
Feasibility
Operations
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2.1.3 Typical Life Cycles

• Defense acquisition project
• Software construction project
• Construction project
• Pharmaceutical product

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2.2 Project Stakeholders

• What IS a SH anyway?
• individuals and organizations that are actively
  involved in the project or whose interests may be
  affected, or-, by the project or its
  completion.
• The PM must identify all stakeholders

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Key Stakeholders include at least

• Project manager
• Project team members
• Customer
• Client
• Performing organization
• Sponsor

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Other Categorizations

• Internal/external
• Owners/funders
• Sellers and contractors
• Team members and their families
• Government agencies and media outlets
• Individual citizens
• Lobbying groups

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Relationship between Project and the SHs
Project Manager
PM Team
Project Team
Project Stakeholders
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Managing Stakeholders

• Must be identified and managed
• Keep them informed of progress or lack of it
• Identify especially the champion that sits on the
  Money Board

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2.3 Organizational Influences

• 2.3.1 Organizational Systems
• 2.3.2 Organizational Cultures
• 2.3.3 Organizational Structures
• 2.3.4 The PMO

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On Organizations...
... We trained hard... but it seemed that every
time we were beginning to form into teams, we
would be reorganized... I was to learn later in
life that we tend to meet any new situation by
reorganizing and a wonderful method it can be
for creating the illusion of progress while
producing confusion, inefficiency and
demoralization.
Petronius Arbiter 60AD
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2.3.1 Organizational Systems

• Project-based organizations
• those who perform projects
• The projectized organization
• Non-project-based organizations
• Makes PM more difficult
• eg Federal Government or any hierarchy
• Key point how does the org treat projects?
• If functional departments are rewarded for
  staffing projects, be sure they arent parking
  Beach Bunnies on your project!

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2.3.2 Organizational Cultures

• Is the organization a risk taker?
• Is it rigidly hierarchical?
• Must match project to culture

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2.3.3 Organizational Structure Determines Project
Structure

• We identify 5 types of organizations
• 1. functional
• 2. weak matrix
• 3. balanced matrix
• 4. strong matrix
• 5. projectized

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Functional Organization
Project Coordination
PHB
Staff
Staff engaged in project activities
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Functional pluses and minuses

• Easier management of specialists
• TM only have 1 boss
• Centralized and rationalized resources
• Clear career path

• The boss trumps the project
• No career path in PM
• PM has no authority
• Projects suffer in general
• No project manager (expediter, coordinator)
• No home for team

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Matrix Organizations
Functional

• Weak Matrix
• Balanced Matrix
• Strong Matrix
• Composite

Projectized
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Matrix pluses and minuses

• Highly visible objectives
• Improved PM control
• More support from functional orgs
• Maximum usage of scarce resources
• Better coordination
• Team members have a home

• Not cost effective (too many people)
• More than 1 boss for team
• More complex to monitor, control
• Resource allocation harder
• Need extensive PP
• Higher potential for conflict duplication of
  effort

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Weak Matrix Organization
PHB
Staff
Project Coordination
Staff engaged in project activities
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Balanced Matrix Organization
PHB
Staff
Project Manager
Project Coordination
Staff engaged in project activities
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Strong Matrix Organization
PHB
PM
Project Coordination
Staff engaged in project activities
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Composite Organization
PHB
Project B Coordination
PM
Staff
Project A Coordination
Staff engaged in project activities
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Projectized Organization
PHB
Staff
Staff
Staff
Staff
Staff
Project Coordination
Staff engaged in project activities
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Projectized pluses and minuses

• Efficient project organization
• Loyalty to project
• More effective communication
• Greater job satisfaction
• Much more likely to succeed

• No home when project is done
• Less professionalism in disciplines
• Duplication of facilities and job functions
• Less efficient use of resources
• No career path

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Organizational Structure Influences on
ProjectsPMBoK page 19
OS
Proj Chars
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2.3.4 The PM Office

• All the way from Stinky using Excel to an office
  of a 1000 engineers

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2.4 Key General Management Skills

• 2.4 General Management
• 2.4.1 Leading
• 2.4.2 Communicating
• 2.4.3 Negotiating
• 2.4.4 Problem Solving
• 2.4.5 Influencing

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2.4 General Management

• Financial and accounting, sales and marketing
• Strategic planning, tactical operation
• Organizational structures, behaviour, personnel
• Managing work relations
• Managing oneself
• Next set are specific to a PM

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2.4.1 Leading

• Note difference between leading and managing
• Need both
• Managing is about producing good results
• Leading is
• Establishing direction
• Aligning people
• Motivating and inspiring
• Reducing personnel conflicts

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2.4.2 Communicating

• Must be proficient at written and oral
• Estimated that 90 of the PMs time is spent
  communicating
• Internal and external communications
• Vertical and horizontal
• Note necessity of the PM being the ONLY
  spokesperson for the team!!

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2.4.3 Negotiating

• Necessary to achieve cooperation from others
• Networking within the organization
• Give so that you can get at a later date
• Will negotiate at least
• Scope, cost, schedule
• Changes to above
• Contract terms and conditions
• Assignments
• Resources
• People conflicts

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2.4.4 Problem Solving

• Problem definition
• Decision-making
• Is done all the time
• You must be FAST at this
• Timing is everything

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2.4.5 Influencing

• You do this to get things done
• Must understand the old patch
• Need to exercise both power and politics
• Note that both have their evil twin

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2.5 Social Economic Environmental Influences

• 2.5 General
• 2.5.1 Standards and Regulations
• 2.5.2 Internationalization
• 2.5.3 Cultural Influences
• 2.5.4 Social Economic Environmental Sustainability

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2.5 General

• You must understand the milieu that you are in

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2.5.1 Standards and Regulations

• A standard is a document approved by a
  recognized body, that provides, for common and
  repeated use, rules, guidelines or
  characteristics of products or services with
  which compliance is not mandatory (ISO)
• A regulation is a document, which lays down
  product, process or service characteristics,
  including the applicable administrative
  provisions, with which compliance is necessary
  (ISO)

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2.5.2 Internationalization

• Time-zone differences
• National and religious holidays
• Telephonic and communications infrastructure

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2.5.3 Cultural Influences

• Can sandbag you
• Examples from Saudi Arabia (UL?)
• and Japan

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2.5.4 Social Economic Environmental Sustainability

• You can be accountable for impacts resulting from
  a project
• A civil engineer might dig up some ruins
• Environment putting in a road could ruin a
  pristine environment