Advanced Project Management-Introduction

1
Advanced Project Management-Introduction

• Ghazala Amin

2
Agenda

• Introduction
• Meeting Objectives
• Project Oriented Industries
• Project Manager, Power and Authority
• PM Discipline
• Managing your Stake Holders
• Talk the Talk and Walk the Walk
• Communication
• Project Closure

3
Meeting Objectives

• Introduce myself
• Share experiences and my personal perspectives
• Project Management and your insight into what its
  all about
• Informal and Casual Q A Session

4
Introduction

• BS in Computer Engineering
• MS in Electrical Engineering and Software
  Management
• Certified Information Specialist, EDS/HP
• Certified Senior Project Manager, IBM Global
  Services
• PMI Certified Project Management Professional

5
My Teams food for thought
Does your project team like you and why
Why did you become a Project Manager
Your expectations from this class
6
Advanced PM Course Layout

• 16 lectures over the semester
• Announced midterm 25 of total grade
• Project Methodology assignment 25 of total
  grade
• Graded on communication (written) skills
• Templates in MS word format.
• Announced Final 50 of total grade
• MCQ, T and F, Short answers (essay type)

7
Open Door Policy

• Honest and open two way communication.
• Instructor Students

Success
Project Management is a critical professional
discipline
8
Advanced PM Course Material

• Reference Materials for Study
• Study Notes and class discussions
• A guide to the Project Management Body of
  Knowledge (PMBOK)
• Dr. Harold Kerzners book
• Project Management-A Systems Approach To
  Planning, Scheduling and Controlling
• The Wisdom of teams, Katzenbach and Smith
• The 7 Habits of Highly Effective People by
  Stephen R. Covey

9
Learning Objectives

• To introduce MSPM students to Project Management
  Fundamentals and how Project Management has
  evolved into strict professional discipline over
  the past 3 decades.
• To encourage MSPM students to share their
  professional PM experiences of how they are
  managing real life projects in Pakistan.
• To raise the bar of introductory PM education
  being offered in other programs and universities.
  We are targeting experienced PM Professionals.

10
Learning Objectives

• This course would introduce MSPM students with
  basic knowledge of PM processes that would help
  them with PM certification exams being offered by
  PMI or other PM organizations.
• It only provides the basic knowledge of various
  project management concepts. It gives the what
  is, the how to implement should be dealt with
  in other classes in detail.

11
Who should study Project Management?

• Anyone who is directly or indirectly involved in
• initiating, planning, implementing, monitoring,
  evaluating and/or controlling a project
• in a position which involves a substantive level
  of decision-making, responsibility, communication
  and coordination,
• should be thoroughly familiar with all the
  subject areas, methodology, processes and tools
  and techniques of project management.

A good and common project management knowledge
platform will increase the likelihood of the
project attaining its goal within time and budget.
12
Project Oriented Industries

• NASA and DOD (Department of Defense)
• Construction, architecture, new product
  development
• Financial Institutions
• Banks, Insurance, Telecommunication
• Manufacturing Units and Plants operation

13
Project Managers Power and Authority

• Authority
• Right of an individual to make necessary
  decisions required to achieve his objectives or
  responsibility.
• Power
• Granted to an individual by the subordinates and
  peers over time and is a measure of their respect
  for the individual.
• Builds credibility and respect in the profession.
• Accountability
• Acceptance of success or failure.

14
Talk the Talk and Walk the Walk

• Knowing and using industry specific LINGO Terms
  and terminology.
• Award and Reward - Ensure every one understands
  the benefit of project completion on schedule and
  budget.
• Use cultural influences to your advantage.

15
What kind of Project Manager are you?

• Accidental Project Manager
• Usually, this project manager comes up through
  the ranks. For instance, a strong programmer
  becomes the project manager on a development
  project. Or a strong network technician becomes
  the project manager on a large network upgrade.
  These people understand the types of projects
  that they are managing, they can build a work
  plan, and they can assign work to other team
  members. However, they don't have a lot of
  project management discipline.
• Good Project Manager
• The second type of project manager understands
  that successful project management requires you
  to manage issues, scope, communication, risk,
  etc.
• Proactive Project Manager
• the third type, is someone who has made the
  mental transition to apply his or her discipline
  on a proactive and ongoing basis.

16
Project Management Discipline
Project A temporary endeavor undertaken to
create a unique product or service
Project Management The application of knowledge,
skills, tools and techniques to project
activities in order to meet or exceed
stakeholder needs and expectations
Program A group of projects managed in a
coordinated way to obtain benefits not available
from managing them individually

• Start and End date, allocated budget and
  available resources
• Dedicated Stakeholders
• Informed and Knowledgeable End user
• Empowered Project Office personnel
• Strict documentation
• Change management and risk mitigating process
• Estimation process for additional or in-scope
  deliverables
• PLANNING, CONTROLLING AND MANAGING.

17
Stake Holder Communication
Top Management
Project Manager
The Customer
Line Managers Other Projects
Regulators Links -TBD
Project Team Members
Vendors
18
Project Manager a coach and mentor

• The project managers leadership style should be
  matched to the
• developmental level of the project team and
• should move through successive steps of
• Directing,
• Coaching,
• Supporting, and
• Delegating

19
Project Manager

• Project Manager not only leads and manages the
  project but helps the team with attaining SMART
  objectives for the project and the team.
• S Specific
• M Measurable
• A Attainable
• R Realistic
• T Time bound

20
COMMUNICATION

• Communicate, Communicate and Record

Critical Path Analysis
Project Meetings
Identify significant variances
Earned Value
Identify root causes of problems
Trial Solutions
Project Reviews
Identify significant trends
Resource Analysis
Reports
Performance Tests Results
21
Project Closure

• Project plan updates
• Documentation Archived
• Legal Contract Closure
• Administrative Closure for Resources
• Corrective actions
• Lessons learned

22
Wrap Up

• Q A Session.