The University of California

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The University of California  Berkeley
Extension           X470 Project Management Lisa
Bausell
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Welcome

• Schedule for today
• 12 to 5 (breaks)
• Quick review of the course
• UCBX paperwork
• Syllabus Review
• Introductions
• Projects and Project Management
• Teams and Teamwork

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X470 Project Management
1 Project Management Introduction Project
Initiation
2 Project Planning Scope Workflow
3 Project Planning Resources Finalization
6 Project Management Review Presentations
4 Project Baseline Monitor Control
5 Project Reporting Communication Closure
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UCBX Paperwork and Attendance
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Syllabus Review
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Introductions

• Introduce yourself to the class
• Whats your name?
• What sort of project work do you do?
• What industry do you work in?
• What is your primary objective for this class?

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Project Management Introduction

• Define Projects, Project Management
• Define Programs, and Operations
• Outline the Goals of Project Management
• Becoming a Project Leader
• Review PMI and PMBOK Guide
• Define Project and Product Life Cycles
• Define Project Organization and Infrastructure
• Review UC Berkeley Extension Project Management
  Certificate

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Projects

• A project is a temporary endeavor undertaken to
  create a unique product, service, or result. The
  temporary nature of projects indicates a definite
  beginning and end. Triple Constraint

Time (Schedule)
Cost (Resources/Budget)
Scope (Deliverable)
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Definition of Project Management

• Project management is the application of
  knowledge, skills, tools, and techniques to
  project activities to meet the project
  requirements.

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Projects and Programs

• A program is defined as a group of related
  projects managed in a coordinated way A project
  may or may not be part of a program, but a
  program will always have projects.

Program
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Projects and Operations

• Operations are an organizational function
  performing the ongoing execution of activities
  that produce the same product or provide a
  repetitive service Operations are permanent
  projects are temporary endeavors

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Goals of Project Management

• Meet or exceed stakeholder expectations.
• Achieve project goals, balancing trade-offs such
  as time, cost, quality, resources, and other
  constraints.
• Manage change through iterative planning and
  progressive elaboration.
• Build teamwork, trust, and contributor
  relationships.
• Establish effective communications.

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Why Do Projects Fail?
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Project Management Challenges

• Unclear or poorly understood objectives
• Excessive schedule pressure
• Insufficient or uncommitted resources
• Unrealistic project complexity
• Shifting priorities and requirements
• Inadequate communication

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Becoming a Project Leader

• Project Leaders Primary Responsibilities
• Achieve project objectives
• Establish and lead the team
• Manage the project management process
• Project Leader vs. Project Contributor
• Pragmatism over optimization
• Generalist, not a specialist
• Succeeds through others works with people, not
  things
• Most of the job involves communication

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PMI and PMBOK Guide

• Project Management Institute (PMI)
• Professional organization for Project managers
• Project Management Body of Knowledge (PMBOK)
  Guide
• Project Management Professional (PMP
  Certification
• More than 300,000 members and hundreds of local
  chapters worldwide
• www.pmi.org

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PMBOK Guide

• Project Management Body of Knowledge
• Everything there is to know about PM
• A Guide to the Project Management Body of
  Knowledge, Fourth Edition (PMI, 2013)
• Summary a reference standard revised every 4
  years
• 10 knowledge areas
• 5 process groups
• Free (PDF) to PMI Members

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PMBOK Guide Process Groups

1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing

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PMBOK Guide Knowledge Areas

1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resources Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

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Project Groups and Knowledge Areas Chart

• PMBOK Page 61
• Learn this chart Process Groups and Knowledge
  areas in order
• PMBOK Page 61

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X470 Project Management

• Topic coverage in UC Berkeley Extension X470
  Project Management focuses on basics
• All PMI Process Groups will be addressed.
• Some Knowledge Areas will be covered in detail,
  others will not.
• Not every Sub-knowledge Area will be included.

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Project and Product Life Cycles

• Product life cycles align with project life
  cycles, but may have phases preceding project
  work and phases following it.

Typical Product Life Cycle Phases
Strategy/ Project Selection
Project MonitoringPhases
Project Acceptance
Support
Retirement
Typical Project Life Cycle Phases
PlanningPhases
Execute/Build Phases
Test/Evaluate
Closure
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Project Life Cycles

• Phased, Stage Gate
• For projects that are best managed using a
  succession of phases generally best for
  well-defined, routine project work
• Agile, Iterative
• For novel projects that are difficult to define
  usually most effective for smaller projects
  having easily developed interim deliverables

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Development-type Life Cycles
(IT, Infrastructure, Reengineering Projects,
Product Development Projects)
Typical Life Cycle Phases
Requirements and Planning
Study/ Define
Specify/ Design
Test/ Closure
Enhance/ Support
Maturity
Develop/ Build
Executing, Monitoring Controlling Processes
Closing Processes
Initiating Processes
Planning Processes
Alignment of Project Phases and PM Processes
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Agile Life Cycles

• (Cyclic, Evolutionary, Adaptive Methodologies)

Typical Life Cycle Phases
Initiation
Release Planning
Cycle 1
Cycles 2-N
Closure
Support
Executing, Monitoring Controlling Processes
Initiating Processes
Planning Processes
Closing Processes
Alignment of Project Phases and PM Processes
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Project Organization

• Functional (within an organizational unit)
• Projectized (organized around the project leader)
  
• Matrix (cross-functional)
• Weak
• Strong
• (Balanced)

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Functional Organization
Top Manager
Project Coordination
Finance Manager
Support Manager
Sales Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
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Projectized Organization
Project/Program Manager
Top Manager
Project C Manager
Project B Manager
Project A Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
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Weak Matrix Organization
Top Manager
Project Coordinator
Production Manager
Marketing Manager
Finance Manager
Engineering Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
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Strong Matrix Organization
Top Manager
Project Manager
Manager of Project Managers
Production Manager
Engineering Manager
Marketing Manager
Staff
Project Manager
Staff
Staff
Project Manager
Staff
Staff
Staff
Staff
Project Manager
Staff
Staff
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Project Organization
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QUIZ

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Select Projects and Teams for Class

• Teams of 4 or 5
• Consider what project you want to work on
• Develop Team Operating model

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Team Operating Model

• Team members
• Project name
• Project paragraph
• Team name
• How will you communicate?
• Rotate team lead position

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Team coaching

• Team lead expectations (set tone, agenda? decide
  break, dont do all the work, use your style) OK
  to change order of leads, just tell me.
• PLAN the week this week and next
• Team expectations (make sure work is done,
  contribute, what are you best at, check in with
  people.)

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Project Initiation

• Select projects
• Develop project charter
• Secure project sponsorship
• Identify stakeholders
• Plan communications
• Acquire project team
• Define initial project scoping and objective
• Establish project priorities
• Define a project vision
• Conduct a project start-up workshop

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Select Projects

• Factors to consider
• Justification (problem or opportunity)
• Sponsorship (management support)
• Capacity (staffing, money, resources)
• Urgency
• Legal/regulatory compliance
• Projects are undertaken for a wide range of
  reasons.

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Project Initiation

• At the beginning of a project, seek to answer
• Why does this project matter?
• Who benefits from this project?
• What project deliverables are required?
• When is the project expected to end?
• How much will be invested in the project?
• What are the project priorities and constraints?

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Develop Project Charter

• A project charter is a document that formally
  authorizes a project and summarizes stakeholder
  needs and expectations. (PMBoK 4.1)
• A Charter may have many other names, and vary
  significantly in content and length for different
  projects.
• A project charter may exist prior to the project
  leaders involvement, but if not (or if
  inadequate), develop one.

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Project Charter Content

• Project charters include information such as
• Project purpose or justification
• Project leader/manager
• Project sponsor authorizing the work
• Measurable objectives and initial requirements
• Milestone schedule
• Initial budget
• Completion criteria
• High-level risks

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Identify Stakeholders

• Identifying all people and organizations
  impacted by the project, and documenting relevant
  information regarding their interests,
  involvement, and impact on project success.
  (PMBoK 10.1)

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Secure Project Sponsorship

• Project sponsors are important stakeholders who
• Authorize the project
• Appoint the project leader
• Define project priority
• Provide or approve resources
• Make key decisions and handle escalations
• Protect, mentor, and support the project leader
  and the team
• For most projects, the sponsor is the primary
  project stakeholder.

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Identifying Project Stakeholders

• Core Team
• Full-time on project
• Involved in planning and execution

• Other Stakeholders
• Management
• Customers
• Users
• Vendors
• Partners
• Regulators

Project Leader
Core Team

• Extended Team
• Part-time
• Involved in specificactivities

Extended Team
Other Stakeholders
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Document Project Stakeholders
Table
Molecule
COMPETITORS
PROCUREMENT
FINANCE
Stakeholder Interest Impact





REGULATORS
FIELD SUPPORT
IT
CUSTOMERS
LEARNING PRODUCTS
PROJECT LEADER
DEPENDENT PROJECT TEAMS
RD
VENDORS
MARKETING
CONTRACTORS
QUALITY ASSURANCE
SPONSOR
MANUFACTURING
Not all stakeholders are equal.
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Project Stakeholder Analysis
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Plan Communications

• Determining the project stakeholder information
  needs and defining a communications approach.
  (PMBoK 10.2)

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Project Communications Decisions

• Key decisions include
• Project Management Information System (PMIS)
• Project meetings
• Project status collection
• Project reporting
• Contributor 1-1 interactions
• Sponsor and stakeholder interactions
• Project reviews

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Acquire Project Team

• Confirming human resource availability and
  obtaining the team necessary to complete project
  assignments. (PMBoK 9.2)

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Project Team Analysis

• Determine the skills you will need.
• Secure your project team through
• Pre-assignment (aligned with project at start)
• Negotiation (acquired from within organization)
• Acquisition (hired or contract contributors)
• Initial analysis is always subject to revision
  (progressive elaboration). Adjustments are common
  when setting the project baseline.

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Project Team Roster
Create your roster and keep it updated.
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Project Team Challenges

• Cross-functional teams
• Contributors who report to others
• Virtual teams
• Geography
• Time zone
• Language
• Culture
• Differing systems, processes, organizations

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Define Initial Project Scoping

• Part of Project Charter
• Initial description of project deliverables based
  on what your sponsor, stakeholders, customers and
  users request
• A goal, not a commitment

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Define Project Objective

• Maximum of 25 words
• Summary of project scope, time, and cost
• Clear and understandable
• Avoid jargon and acronyms
• Like initial scope, this is only a target

Time/Schedule
Cost/Resources
Scope/Deliverable
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Project Objective Example
I believe this nation should commit itself to
achieving the goal, before this decade is out,
of landing a man on the moon and returning him
safely to the earth. . . . 531 million in
this fiscal year. . . . J. F.
Kennedy, May 25, 1961
As a Project Objective
The United States will send a man to the moon and
return him safely to the earth by December 31,
1969, For approximately 10 billion.
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Establish Project Priorities
Time
Cost
Scope
Least Flexible
Moderately Flexible
Most Flexible
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Validate Project Objective
Sponsor (And/Or Customers, Other Stakeholders)
Objective
Initial Request
Objective and Priorities
Project Manager/ Team
Restate the request, and iterate as needed to
gain consensus.
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Define a Project Vision

• Vision is about why your project matters.
• Describes how the world will be better or
  different when the project is successfully
  completed.
• Answers Whats in it for me?
• Can motivate the project team.
• We will create a motor car for the great
  multitude. It will be so low in price that no man
  making a good salary will be unable to own one.
  The automobile will be taken for granted ... and
  we will give a large number of men employment at
  good wages.
• - Henry Ford

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Conduct a Start-up Workshop

• An event where the project team initiates
  processes to successfully start the project and
  begin building teamwork. Workshop benefits
• Promote common understanding of project goals and
  priorities
• Create cohesive team
• Reduce wasted time, redundant effort
• Get a fast start on the project

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Project Infrastructure

• Make key decisions on project processes, such as
• Planning (Who? How? Tools? What documents?)
• Execution (Status? Metrics? Project Data
  Storage?)
• Control (Changes? Reporting? Reviews?)
• Focus on past and anticipated future Issues.

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UC Berkeley Extension

• Founded in 1891 by the University of California,
  Berkeley
• 75 certificate programs and sequences
• 1,500 courses per year
• 30,000 students per year
• Multiple centers in the Bay Area

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Example Extension Courses

• Accounting, Finance, Business Administration
• Project Management
• Agile Management
• Project Management for Biotech
• Marketing, Human Resources, Management and
  Leadership
• Product Development
• Woman and Leadership
• Effective Writing in the Workplace
• Fundamentals of Green Building with LEED
• Organic Chemistry

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Academic Excellence

• Courses, certificates, and programs approved by
  UC Berkeley
• Academic Advisory Boards including UC Berkeley
  faculty and industry experts.
• UC Berkeley-approved instructors with industry
  experience.

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UC Berkeley Extension Project Management
Offerings

• Beginning through advanced level courses
• Professional certificates
• Specialized and on-site programs
• UC Berkeley Extension is a PMI Registered
  Education Provider (REP) and all offerings are
  consistent with the PMI PMBOK Guide.

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UC Berkeley Certificate in Project Management

• Six project management courses are required
• X470 Project Management (this course)
• X474.3 Project Procurement Management
• X470.9 Quality Management
• X469.2 Human Factors Team Dynamics
• X440.4 Project Risk Management
• X471.9 Project Planning and Control
• All are available every term at centers and
  online.

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Review Homework

• Reading
• Individual Homework
• Team Homework