CONTEMPORARY PROJECT MANAGEMENT, 4E Timothy J. Kloppenborg Vittal Anantatmula Kathryn N. Wells 1 Chapter 1 Introduction to Project Management 2 Chapter 1 Core Objectives • Define a project and project management and tell why organizations would use them • Describe major activities and deliverables, at each project life cycle stage • List the 10 knowledge areas and 5 process groups of the Project Management Body of Knowledge (PMBOK) • Describe project success and failure, as well as reasons both may occur • project life cycles © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Chapter 1 Behavioral Objectives: • Identify project roles and key responsibilities for project team members • Describe the importance of collaborative effort throughout a project © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. History of PM • Emerged as a formal discipline in the 1950s • Developed for aerospace and construction • Involved determining and controlling project schedules • In 2001, Agile was created for adaptive project planning, originally for software projects • In recent years, more focus has been given to the ―soft skills‖ of communications, leadership, and teamwork © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What is a project? • Projects require: project – “a temporary endeavor undertaken to create a unique product, service, or result.” PMBOK® Guide • an organized set of work efforts. • progressively elaborated detail. • a defined beginning and ending. • a unique combination of stakeholders. • Projects are subject to time and resource limitations stakeholders – “an individual, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.” PMBOK® Guide © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What is a project? • Unique process consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost, quality and resources‖ • A Project is a planned set of activities • A Project has a scope • A Project has time, cost, quality and resource constraints What is Project Management? The art of organizing, leading, reporting and completing a project through people Project Management (PM) Project management – ―the application of knowledge, skills, tools and techniques to project activities to meet project requirements.‖ PMBOK® Guide • Administrative tasks • Leadership tasks for work associates initiate, plan, execute, monitor/control, close Scope Quality Cost Schedule Resources Risks • Knowledge, skills, and methods apply for most projects © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Key Points in Project Set-up and Definition Create Project Management Plan (PMP) Be clear of scope and objectives Establish clear statement of what is to be done (WBS) Establish Risks to be Managed Establish Costs and Durations Establish Resources Required The Four Project Objectives • Performance: The quality of the work being done. • Scope: The magnitude of the work to be performed. • Cost: The cost of project work, directly related to the human and physical resources applied. • Time: The schedule that must be met. 10 Sample Career Path • Trainee: • a six-month position to learn about project management • Cost Analysis/Schedule Engineer: • a 6–18 month team position reporting to a project manager • Site Manager: • a 6–12 month position responsible for a large site and reporting to a program manager • Small Project Manager: • sole responsibility for a $1M to $3M revenue project • Project Manager: • responsible for $3M to $25M projects • Program Manager: • responsible for multiyear projects and programs over $25M 3-11 Chartering • Project Charter - A written agreement that outlines the specifics of the project • Contains expected deliverables and resource commitments • Agreeing to a charter implies that none of the parties will change the agreement unilaterally 4-12 Idea no.1: How Can Project Work Be Described? First : Projects Versus Operations • Projects are temporary, • have routine and • unique characteristics • Operations are ongoing work © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Second: Soft Skills and Hard Skills • Soft skills activities: Communication, Leadership, Conflict resolution Third: Authority and Responsibility • Hard skills activities: • Risk analysis, Quality control, • Scheduling work, Budgeting work © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Six skills identified for a project manager to become a leader: • 29% - communication • 26% - people • 16% - strategic • 12% - requirements gathering • 12% - leadership • 5% - time management 3-15 Idea no.2: : Understanding Projects First: The Project Management Institute (PMI) • The largest professional organization • Produces A Guide to the Project Management Body of Knowledge (PMBOK® Guide) • Project Management Professional (PMP®) certification • Certified Associate in Project Management (CAPM) certification © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Second: Project Management Body of Knowledge (PMBOK) 1- PMBOK: consists of 5 Process Groups A-Initiating— “define a project or a new phase by obtaining authorization” B- Planning— “establish the project scope, refine objectives and define actions to attain objectives” C- Executing— “complete the work defined to satisfy project specifications” D- Monitoring and controlling— “track, review, and regulate progress and performance, identify changes required, and initiate changes” E- Closing— “finalize all activities to formally close project of phase” © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2: PMBOK’s : consists of 9 Knowledge Areas A- Integration management - ―coordinate the various processes and project management activities‖ B-Scope management - “processes to ensure that the project includes only all the work required. C-Schedule management - ―processes to manage timely completion D-Cost management – ―processes involved in planning, estimating, financing, funding, within the approved budget‖ E- Quality management - ―the project will satisfy the needs for which it was undertaken‖ © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. F- Communications management - ―processes to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, and monitoring of project information‖ G- Risk management - ―processes of conducting risk management planning, identification, analysis, response planning, and control…to increase the likelihood and impact of positive events and impact of negative events in the project‖ H- Procurement management - ―processes to purchase or acquire products, services I -Stakeholder management - ―processes to identify the people, groups, or organizations, that could impact or be impacted by the project, and develop strategies for engaging them and managing conflicting interests‖ © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Third: Selecting and Prioritizing Projects © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2- Project Success • Deliverables include all agreed-upon features • Learn new and/or refine skills • Outputs please customers • Customers use the outputs effectively • Completed on schedule and on budget • Organizational learning • Reap business-level benefits Why Projects Fail? Insufficient resources and/or time Unclear expectations Changes in the scope not understood or agreed upon Stakeholders disagree on expectations Inadequate project planning © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Types of Projects © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4- Scalability of Project Tools • All projects require • Project specifications • Understanding of work involved • Budget and schedule determinations • Assignment of available workers to tasks • Project management • Projects are scaled up or down to meet the complexity of the task © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Idea no. 4: Project Roles Idea no.3: © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. First: Project Executive Roles • 1- The steering team: The top leader (CEO) and his/her direct reports, Select, prioritize, and resource projects, Ensure that accurate progress is reported • 2- The chief projects officer or PMO: Supports project managers :Require compliance to project directives • 3- Sponsor Active role: Charter the project, Review progress reports Sponsor Behind-the-scenes role: Mentor the project manager, Assist the project manager. Sponsor – “the person or group that provides resources and support for the project and is accountable for enabling success.” PMBOK Guide © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Second: Comparing Functional & Project Managers A-Functional Managers need technical skills should be more skilled at analysis use the analytic approach responsible for a small area act as managers responsible for a small area act as direct, technical supervisors B- Project Managers need negotiation skills should be more skilled at synthesis use systems approach responsible for the big picture act as facilitators responsible for the big picture act as facilitators and generalists 3-26 • c- Facilitator: • Helps the project manager with the process of running meetings and making decisions Project Management Office (PMO) – “an organizational structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques.” PMBOK Guide © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. • 3- Associate Roles • Core team members— part of team throughout, Subject matter experts (SMEs)—only involved in part of project; not involved in most planning and decision making. ―members who are directly involved in project management activities.(PMBOK ). © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Fourth: Project Life Cycle (PLC)
