Project Management Certificate
Program
Introduction to Project
Management
Module 1
1
Module Objectives
By module end, you will be able to:
•
•
•
•
2
Understand how the course is organized
Understand basic definitions
Understand the role of the project manager
Understand how processes shown in the
PMBOK Guide are used to manage
projects
Ultimate Practical Project
Management Guide
3
The workbook is arranged to provide
information in smaller segments. In
each module there are generally:
– An opening list of objectives
– An overview of the information and
list of processes used
– Process sections begin with a
PMBOK Guide locator showing in
what Knowledge Area and Process
Group the process fits in
Ultimate Practical Project
Management Guide (continued)
The workbook is arranged to provide
information in smaller segments. In
each module there are generally:
– Process elements: Inputs, Tools &
Techniques, Outputs
– Documents and templates
– Must Know Concepts
– Process Quizzes and Lesson
Quizzes
4
UPPM Methodology
The Ultimate Practical Project
Management Guide is intended to show
a practical method to use the 42
PMBOK Guide processes. In addition:
• There are 5 additional processes
inferred from best project
management practices.
5
UPPM Methodology (continued)
In addition:
• The UPPM Guide depicts the 42
PMBOK processes in 7 steps for
practical project management
• The UPPM Methodology is depicted in
a reference poster
• This methodology is highly
customizable to meets specifics needs
6
7
How the PMBOK Guide Applies
Processes
The processes depicted in the PMBOK
Guide are “generally recognized as good
practices” for project management.
8
• An ANSI Standard
• Process application is based on project
need
• The processes create a framework for
project management
What is a Project?
Projects have three main
characteristics:
• Temporary
• Unique
• Progressively elaborated
9
Progressive Elaboration
Progressive elaboration progressively details the
elements of a project. It can be compared to the
Plan-Do-Check-Act cycle as defined by Deming.
10
What is Project Management?
Project Management is “the application
of knowledge, skills, tools, and
techniques to project activities in order
to meet project requirements”.
11
Project Management is also:
Managing project constraints:
12
Project Management Success
13
Many organizations are adopting a wider
view of project success to include:
–Provide Value
–Ensure Quality
–Satisfy Requirements
–Meet Budget
–Meet Schedule
–Minimize Risk
–Satisfy Stakeholders
–Satisfy Team
Required Knowledge
The project manager must possess a
wide range of knowledge in order to be
successful. Some areas of knowledge
that facilitate success include:
• Project Management and General
Management
• Ability to perform
• Personal Skills
14
Project Management
Knowledge
The project manager should know:
• Project Management in general
• The Standard for Project Management
(as depicted in the PMBOK Guide)
• Specific project management
knowledge and methodologies
required for the industry or
organization that the PM is working in
15
General Management
Knowledge:
The project manager should have
knowledge of areas, such as:
•
•
•
•
16
Finance
Strategic Planning
Organizing
Human Resource Administration
Ability to Perform
The project manager’s ability to
perform is based on:
• Specialized application knowledge
• Knowledge of best practices
• Other knowledge areas and
interpersonal skills
17
Interpersonal Skills
18
The project manager must be able to
manage people effectively using
interpersonal skills such as:
– Leadership
– Team building
– Motivation
– Communication
– Influencing
– Decision Making
– Political and cultural awareness
– Negotiation
Projects, Programs and Portfolios
19
Projects, Programs and Portfolios interact to
manage the overall resource use and work
performance in the organization. In general:
– The Strategic vision of the organization
creates the portfolio. Portfolios contain
programs, project and other work.
– Programs are created to deliver benefits
to the organization. Programs are
multiple projects managed in a unified
manner.
– Projects are authorized to deliver specific
deliverables.
Project Life Cycle
20
Project Life Cycles are defined by the
performing organization to meet the
organization’s need
• The Project Life Cycle (PLC) defines:
– What phases will be performed
– What work is done in each phase
– Roles and organizations involved
• Many times the PLC is defined by a
Project Management Office
Product Life Cycle
• The product life cycle is unique to each product and
specialized application area. Product life cycles can
often consist of several unique projects and periods
of operation. A product life cycle might consist of:
- Creation Project (6 months)
- Period of Operation (18 months)
- Update Project (3 months)
- Period of Operation (36 months)
- Closing Project (3 months)
Project Phases
A phase creates one or more
deliverables and ends with a review:
22
• Reviews are often termed: stage
gates, phase exits or kill points
• Phases are generally named for the
type of work being performed
• Phases can be sequential or
overlapping
Stakeholders
A project stakeholder is anyone
participating in the project, or anyone
whose interests may be affected by the
project and project outcomes.
23
• Stakeholders can be internal or
external
• We will discuss this concept further in
the process of “Identify Stakeholders”
The PMBOK® Guide Fourth
Edition
• Released at the end of 2008
• Provides a common vocabulary and
understanding about project
management
– Section I: Project Management Framework
– Section II: The Standard for Project
Management
– Section III: Project Management
Knowledge Areas
24
Project Processes
A process is a series of actions bringing
about a pre-determined result:
• The pre-defined results are the
outputs from the processes
• Project management processes inject
logical progression and order to
project management
25
Project Process Groups
A process group is a group of processes
that create similar actions that are
grouped together:
• As an example, there are 20 processes
that make up the Planning process
group
– Most of the processes are titled to
indicate the type of action that is
taken: i.e., Plan Schedule – to
indicate that this is a planning action
26
How the PMI Structure Fits
• In a typical Project Life Cycle, the PMI defined
structure of Process Groups and Processes fit in
the middle of existing elements. In an outline
form:
– The Project Life Cycle (defined by Enterprise)
• Phases (defined by Enterprise)
– Processes (PMI Standard)
» Inputs
» Tools and Techniques
» Outputs
» Activities (Specialized Application)
27
Process Group Interaction
All process groups have a high degree of overlap. This
means that processes that are treated as being unique
and distinct, will in fact, occur simultaneously
Process Group Interaction
Level of Process Activity
Executing
Planning
Monitoring and Controlling
Start
28
Closing
Initiating
Project (or Phase)
End
Project Management Knowledge
Areas
A knowledge area is a group of processes
that are grouped together by their knowledge
requirements
29
• Example, there are 6 processes in Project
Time Management. All 6 processes deal
with the activity and schedule elements of
the project
• There are 9 Knowledge Areas
• Refer to page 43 of the PMBOK Fourth
Edition for details
MUST KNOW CONCEPTS
30
Social Styles
31
Social Style Grid
(Score Card)
32
A:
IIII I
1:
I
B:
I
2:
IIII I
C:
IIII I
3:
IIII I
D:
4:
I
Majority Letter:____
Majority Number:____
Exercise: Social Style Score
Card
33
A:
1:
B:
2:
C:
3:
D:
4:
Majority Letter:____
Majority Number:____
Social Style Evaluator
The Versatile Salesperson, Roger Wenschlag, Wilson Learning Company
Cooperative <D
C
Introverted <D
C
Slow, studied <D
C
Unassertive <D
C
Indecisive
<D
C
34
->
B
->
B
->
B
->
B
->
B
Competitive
A
Extroverted
A
Fast-paced
A
Assertive
A
Decisive
A
Social Style Evaluator
The Versatile Salesperson, Roger Wenschlag, Wilson Learning Company
Cool
<1
2
Calm
<1
2
Reserved <1
2
Task-oriented <1
2
Poker-faced <1
2
35
->
3
->
3
->
3
->
3
->
3
Warm
4
Excitable
4
Open
4
People-oriented
4
Animated
4
Social Style Evaluator
The Versatile Salesperson, Roger Wenschlag, Wilson Learning Company
Aloof
<1
2
Inward
<1
2
Controlled<1
2
Hard to read <1
2
Unresponsive <1
2
36
-> Intimate
3
4
-> Outgoing
3
4
-> Emotional
3
4
-> Easy to read
3
4
-> Responsive
3
4
Be Versatile With Everyone
• 4 Main Behavioral/Social Styles
• Variable: Assertiveness
– Attribute: Ask or tell?
Control
Ask
Emote
– Driver
– Expressive
– Analytical
– Amiable
• Variable: Responsiveness
– Attribute: Control or emote?
37
Source: The Versatile Salesperson, Roger Wenschlag, Wilson Learning Company
Tell
Be Versatile With Everyone
The Versatile Salesperson, Roger Wenschlag, Wilson Learning
Company!
• Driver (tell/control)
Control
– Big picture
– Bottom line,
time sensitive
Ask
(tell/emote)
38
– Big picture,
creative,
time sensitive
– Relationships
Emote
• Expressive
Tell
Be Versatile With Everyone
The Versatile Salesperson, Roger Wenschlag, Wilson Learning Company!
• Analytical
Ask
– Whole picture
– Processes,
structures
Control
(ask/control)
(ask/emote)
39
– Details,
supportive
– Team-oriented,
relationships
Emote
• Amiable
Tell
Styles Within Styles
D-1
AnalyticalAnalytical
D-2
AnalyticalAmiable
B-1
AnalyticalDriver
C-2
C-3
D-4
C-4
AmiableDriver
AmiableExpressive
A-1
DriverAnalytical
B-2
AnalyticalExpressive
D-3
AmiableAnalytical
AmiableAmiable
40
C-1
DriverAmiable
DriverDriver
A-2
DriverExpressive
B-3
ExpressiveAnalytical
A-3
ExpressiveDriver
B-4
A-4
ExpressiveAmiable
ExpressiveExpressive
Exercise
41
 The instructor?__________________
 At the golf course?
 Driver
 Expressive
 Analytical
 Amiable
 Getting into an elevator?
 Driver
 Expressive
 Analytical
 Amiable
 Hanging wallpaper?
 Driver
 Expressive
 Analytical
 Amiable
So, What Should I Do?
Tell
Control
Ask
Emote a little more often
Control a little less
Verbalize your feelings
Give personal compliments
Engage in more small talk
“Lighten up” a little
42
So, What Should I Do?
Emote
Control a little more often
Emote a little less often
Talk less
Restrain some enthusiasm
Make more decisions based on facts
43
So, What Should I Do?
Tell
Ask a little more often
Tell a little less often
Ask for opinions
Negotiate decisions
Listen effectively
Adapt to time needs of others
Help others lead
44
So, What Should I Do?
Emote
Control
Ask
45
Tell a little more often
Ask a little less often
Get to the point
Volunteer information
Be willing to disagree
Act on your convictions
Initiate conversation
Exercise
• What social styles do you work best with?
• What social styles do you not work well with?
• The major area I need to be more flexible in is:




46
Being
Being
Being
Being
less tell-assertive
more tell-assertive
less emote responsive
more emote responsive
Working With Drivers








47





Stick to business
Be specific, brief, and to the point
Use your time together efficiently
Come prepared will all requirements, objectives, supporting
documents in a well-organized “package”
Present the facts logically; plan your presentation efficiently,
but not too much detail
Ask specific (preferably, “What?) questions
Provide alternatives for making decisions
Provide facts and figures about the probability of success or
effectiveness of options
If you disagree, take issue with facts, not them
If you agree, support results.
Motivate and persuade by referring to objectives and results
Support, and maintain their position
After talking business, depart graciously
Working With Expressives
48
 Plan interaction that supports their dreams and
intuitions
 Use enough time to be stimulating, fun-loving, fastmoving, and entertaining
 Leave time for relating and socializing
 Talk about people and their goals, and people whose
opinions are also stimulating
 Don’t deal with details; put them in writing; pin them
to modes of action
 Ask for their opinions/ideas regarding people
 Provide ideas for implementation/action
 Provide testimonials from people they respect
 Offer special, immediate and extra incentives for their
willingness to take risks
Working With Amiables












49
Start (briefly) with a personal comment
Break the ice
Use your time to be agreeable
Show sincere interest in them; find areas of common
involvement; be candid and open
Patiently draw out their personal goals and work with them to
help them achieve them
Listen and be responsive
Ask, “How?” questions to draw out their opinions
If you both agree easily, try to determine areas of possible
disagreement—(remember, they may not tell you)
If you do disagree, look for hurt feelings/personal reasons
Move casually and informally
Define clearly (preferably in writing) their individual
contribution
Show benefits, and how decisions will reflect the minimization
of risks Provide personal assurances, clear specific solutions,
with maximum assurances/guarantees
Working With Analyticals












50



Prepare your “case” in advance
Use time wisely and be accurate
Approach them in a straight-forward, direct way
Stick to business
Support their principles and thoughtful approaches/insight--build
your credibility by listing the pros and cons to any suggestions you
make
Make an organized contribution to their efforts
Present specifics and do what you say you will do
Take your time, but be persistent
Draw up a scheduled approach to implementing action with a stepby-step timetable
Assure them that there won’t be any “surprises”
If you agree, follow through - if you disagree, make an organized
presentation reflecting your case
Draw them out if you believe they are uncomfortable with the
decision Give them time to verify the reliability/accuracy of your
actions
Be accurate and realistic
Provide solid, tangible, and practical evidence
Indicate guarantees over a long period, but provide options too