Beginning Project Management Overview Part 1

1
Beginning Project ManagementOverview Part 1

• Max Smith, PMP retired

2
Overview Part 1 Project Definition

• A Project is initiated to produce an end-product
  in a given period of time
• Project management is a set of principles,
  methodology, and techniques for scheduling,
  controlling, and modifying a project
• Project Management requires that Start of Work
  follows intensive planning, work definition and
  scheduling
• Project Management forces early and continuous
  consideration of Work, Time, Money, Resources and
  Quality

3
Overview Part 1 Project Life Cycle

• Project Management is a structured planning and
  control method that has distinct phases
• AMA - Planning, Scheduling, and Controlling
• PMI Feasibility, Planning Design, Production,
  Turnover Startup
• Most Used Plan Design, Implement, and Manage

4
Overview Part 1 Project Life Cycle
5
Overview Part 1 Scope

• Scope is the Work and/or technical content of the
  Project. It is described by
• Naming all of the activities performed
• Drawings, Requirements and Specifications
• Resources to be consumed
• Scope Management is the function of Planning and
  Controlling a Project to reach its objectives
  though Planning , Development, Implementation and
  Termination Phases

6
Overview Part 1 Schedules

• The allocation of time over the project life
  cycle
• Typical representations
• Milestones
• Gantt Chart
• Activity network

7
Overview Part 1 Schedules

• Milestones

8
Overview Part 1 Schedules

• Gantt Chart

9
Overview Part 1 Schedules

• Activity Network

10
Overview Part 1 Financials

• Cost Assembly - To effectively schedule the work
  and control the costs of any large
  program/project , the effort must be broken down
  into discrete tasks with well defined
  responsibility assignments
• Clearly defined responsibility assignments
  (Functional Organization)
• Clearly defined Work Scopes (Work Breakdown
  Structure)
• Revenue Assembly - Defined by the Terms of the
  Contract
• Time and Material (periodic billing aligned with
  Cost Structure)
• Progress Payments
• work accomplished (earned value)
• completed end items

11
Overview Part 1 Financials

• Cost and Revenue Control

12
Overview Part 1 Conclusion

• Scope, Schedule, and Financials are core of
  managing a project
• Overview 2 will cover Quality, Risk, Procurement,
  Human Resources, Communications, and Integration
• There will be a Quiz on Overview 1 2 at the end
  of the next session

13
Beginning Project ManagementOverview Part 2

• Max Smith, PMP retired

14
Overview Part 2 Quality

• PMI/PMBoK Definition of Quality Management
• Carrying out a project through its four phases
  with zero deviations from project
• Composite of material attributes (performance
  characteristics) of the product or service for
  which the project is launched
• Improving the Quality of project process is the
  only way to improve the quality of the project
  outcome

15
Overview Part 2 QualityOverall Quality
Philosophy

• A person who sees Quality and feels it as he
  works is a person who cares. A person who cares
  about what he sees and does is a person whos
  bound to have some characteristics of Quality.
• To put it in more concrete terms If you want to
  build a factory or fix a motorcycle, or set a
  nation right without getting stuck, then
  classical, structured dualistic subject-object
  knowledge, although necessary isnt enough. You
  have to have some feeling for the quality of the
  work. You have to have a sense of whats good.
  That is what carries you forward. This sense
  isnt something that youre born with, although
  you are born with it. It is also something you
  can develop. Its not just intuition not just
  unexplainable skill or talent. Its the
  direct result of
• contact with basic reality, Quality, which
  dualistic reason in the past has tended to
  conceal.
• Zen and the Art of Motorcycle Maintenance, Robert
  M. Pirsig, 1974

16
Overview Part 2 Risk

• Risk Management systems generally require a
  continual disciplined, systematic problem
  identification and resolution process which
  addresses the following issues
• Risk related to a tolerance level
• live with it mode
• Risks where the rating has not been well
  thought-out
• Risk Management quantifies the risk level and
  risk impact of an action so it can be related to
  a tolerance level

17
Overview Part 2 Procurement

• Procurement is a process that involves two
  parties with different objectives for the
  acquisition of labor and/or material, usually
  consummated in contract
• Procurement includes Purchasing, Expediting,
  Logistics, and Inspection
• Spectrum of Contracts in relation to Risk

18
Overview Part 2 Human Resources

• Project Human Resource Management (PMBoK)
• The art or science of directing and coordinating
  human resources throughout the life of a project
  by using administrative and behavioral knowledge
  to achieve pre-determined project objectives of
  scope, time, cost, quality and participant
  satisfaction.
• Human resource management activities
• Motivation, leadership, counseling
  communications, . . .

19
Overview Part 2 Communications

• Project Communications Management definitions
• Communications Management is conducting or
  supervising the exchange of information.
• Communications Management is the process of
  formal and informal interactions of individuals
  and groups in the project team and across
  organizational lines
• Communications skills are particularly important
  because about 80 of Project Managers time spent
  in communicating either face to face, by phone,
  mail, or other media (in monitoring, evaluating,
  controlling, and reporting).

20
Overview Part 2 Communications

• Communications Function Chart

21
Overview Part 2 Integration

• Integration is a newer PMI component with two
  aspects
• Integration of the physical components of the
  project
• Integration of the PDIM project phases

22
Overview Quiz

•  
• 1. Project Management requires that the Project
  Leader actually delay the start of work. c
• a to ensure proper authorization
• b to devote more time to choosing the best
  possible team
• c to ensure an appropriate planning effort
• d until all budget approvals are complete
•  
• 2. Name three key phases of project
  management. planning, scheduling and
  controlling
•  
• 3. The ________ phase is the heart of project
  management. Planning
•  
• 4. A managed project may be thought of as b
• a a list of tasks required to produce a
  product
• b the organized development of an
  end-product
• c the administrative work necessary to
  control product development
•  
• 5. Which of the following activities does not
  apply to project management? e
• a Using planning principals, methods and
  techniques
• b Scheduling resources

23
Overview Quiz

• 6. Name three criteria for work that will lend
  itself to project management methods.
  a well defined collection of jobs leading to
  an end-product,
• activities that are started and stopped
  independently,
• and activities that are ordered
•  
• 7. Estimates, if they seem accurate, should be
  made at the beginning of the project False
• and rarely revised thereafter. True or
  False?
•  
• 8. Effective planning requires a b
• a decision-tree approach to decision making
• b precise communications network involving
  key decision makers
• c detailed status report of work in
  progress
•  
• 9. Which of the following is/are not imperative
  to successful project completion? b
• a The project team c A phased approach e
  Standards and procedures
• b Hire and fire authority d A
  performance contract f Sign-offs and
  checkpoints
•  
• 10. The project management process requires that
  a project leader plan, a
• control, _________, and _________ a project.
• a direct . . . Administer b organize
  . . . Delegate c schedule . . . evaluate