Project Management or
Property Management
Roger Carroll PMP, CPPM
Harris Corporation
Learning Objective
• At the end of this session you will:
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Understand the basic of Project Management
and the PMP certification process.
Understand how Project Management
processes can assist in Property Management.
Tools of Project Management and how they can
be used in Property Management
Application of Project Management processes
during Government audits and special projects
Why Project Management?
Why Project Management
How often does the Property Manager act as a Project
Manager and how often is the property group heading
up projects?
– Implementing a new Property Management System
(NEMS/SAP)
– New contracts
– Audits
– Contract Changes
– New Contract Requirements (FAR Changes, PICS)
– Audits
– Procedure re-writes
– Audits
– Financial Reporting
– Audits
What is a PMP?
• The Project Management Institute (PMI) is a not for profit
organization for the project management professional with the
purpose of advancing project management.
• Launched in 1984, PMI's first certification was the PMP. Around
370,000 people now hold the PMP certification. In 2007, it earned
the ANSI/ISO/IEC 17024 accreditation from the International
Organization for Standardization (ISO).
• To initially obtain a PMI credential, candidates must document that
required education and experience requirements.
• Candidates must pass an examination consisting of multiple choice
questions. 200 questions and four hours to take. (VERY HARD TEST)
• Credentials must be renewed every three years.
• Over time, PMI has introduced many other certifications
and credentials. A full, updated list can be viewed at
PMI official web site http://www.pmi.org.
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Certified Associate in Project Management (CAPM)®
Project Management Professional (PMP)®
Program Management Professional (PgMP)®
PMI Agile Certified Practitioner (PMI-ACP)®
PMI Risk Management Professional (PMI-RMP)®
PMI Scheduling Professional (PMI-SP)®
OPM3® Professional Certification
• Numerous books on how to pass the PMP test
• Numerous Web sites on how to pass the test
• Velocitech.com
• Passthepmp.com
• test-king.com
• AMAnet.org
• pmperfect.com
• Seminars and Boot Camps
Basics of Project Management
• Project Management is the discipline of planning,
organizing, motivating, and controlling resources to
achieve specific goals.
• A project is a temporary endeavor with a defined
beginning and end (usually time-constrained, and often
constrained by funding or deliverables), undertaken to
meet unique goals and objectives, typically to bring about
beneficial change or added value.
• The primary challenge of project management is to
achieve all of the project goals and objectives while
honoring the preconceived constraints. The primary
constraints are scope, time, quality and budget. The
secondary —and more ambitious— challenge is to
optimize the allocation of necessary inputs and integrate
them to meet pre-defined objectives.
• A Guide to the Project Management Body of Knowledge (PMBOK
Guide) is a book which presents a set of standard terminology and
guidelines for project management . The American National
Standards Institute (ANSI) which assigns standards in the USA,
assigned it (ANSI/PMI 99-001-2008). The PMBOK Guide is meant to
offer a general guide to manage most projects most of the time.
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The PMBOK Guide is process-based, meaning it describes work as
being accomplished by processes. This approach is consistent with
other management standards such as ISO 9000. Processes overlap
and interact throughout a project or its various phases. Processes
are described in terms of:
Inputs (documents, plans, designs, etc.)
Tools and Techniques (mechanisms applied to inputs)
Outputs (documents, products, etc.)
A Guide to the Project Management Body of Knowledge - provides
guidelines for managing individual projects and defines project
management related concepts. It also describes the project
management life cycle and its related processes, as well as the
project life cycle.
The Guide recognizes 42 processes that fall into five basic process
groups and nine knowledge areas that are typical of almost all
projects.
• The process framework is the structure on which all of
PMI’s process material is built. Organized into nine
knowledge areas and five foundational process groups
– The five process groups are:
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Initiating
Planning
Executing
Monitoring and Controlling
Closing
– The Nine knowledge areas are:
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Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
• Project
– A project is time limited, unique and undertaken for a purpose.
• Program
– A program is a larger effort than a project because it is a group
of related projects coordinated together
• Progressive Elaboration
– Means that you do not know all of the characteristics about a
product when you begin the project
• Project Life Cycle
– Is a representative of the phase that a typical project goes
through.
• Project Manager
– The PM is the person untimely responsible for the outcome of
the Project.
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Formally empowered to use resources
In control of the project
Authorized to spend money
Decision maker for the project
• Project Manager’s
– Power
• Depends on the type of organization ( see next slide)
– Project Managers Skill set
• Leading
• Communicating
• Negotiating
• Problem solving
• Influencing
• Stakeholder
– Stakeholders are the individuals who are involved in the project or
whose interests may be positively or negatively affected as a result of
the completion of the project
• The Triple Constraint
– The triple constraint or the iron triangle is simply the concept that
scope, time and cost are closely related and changing any one of these
and they are all effected.
Organizational Structures
Type
Description
In Charge
Benefits
Drawbacks
Functional
•Very Common
•Work for a department
•May be loaned from another
department
•Project management has low
influence or power
•Functional manager
in charge
•High degree of
specialization
•Deeper company
expertise by
function
•Defined career
paths for team
members
•Project manager is
weak
•Projects have a
lower priority
•Resources are often
not dedicated to the
project
Projectized
•Organization is structured by
projects
•Project Manager in
charge
•Project manager
has complete
authority
•Project
communication is
easier
•Resources are
easily obtained
•Team members
only report to the
project
•Limits professional
growth
•Work yourself out
of a job
Matrix
•A hybrid organization
•Can be strong or weak matrix
•Power Shared
between project
manager and
functional manager
•Can be the best of
both worlds
•Transfer of
information and
empowerment
easier
•High overhead
•Report to
functional manager
dotted lined to
another
•High probability for
contention
•Less loyalty
• Foundation Terms And Concepts
– Common Project life cycle
• Project Life cycle is simply a representation of the phases that a
project typically goes through. These phases are general, but they
are representative of the common flow of activities on a project
Planning
Conceptual
Construction
Conceptual
closer
Planning
Implementation
Construction
Testing
Testing
Implementation
closer
Project Management
Inputs and Outputs
• Inputs are the starting points for the processes.
There are specific and unique inputs into each
project management process that are used as
the building blocks of the processes groups.
• Some examples of Inputs:
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Contract requirements
Regulations FAR, NASAFAR supplement
Information Management Systems
Corporate Business Processes
Manuals and work instructions
• Every process contains at least one output. The
outputs are the ends of our efforts. The
outcome my be a document (Passing an Audit) a
product or services or a result.
• Usually outputs from one process can be an
input to another.
• Examples of outputs
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Project Plan
Budgets
Schedules
Stakeholders Register
Audit results letter
Graphical Summary
• Process 1
Tools &
Techniques
Inputs
Outputs
•Process 2
Inputs
Tools &
Techniques
As the above diagram illustrates, the
outputs from one process are often
used as inputs into one or more
processes.
Outputs
Project Management
Tools and Techniques
• Tools and Techniques are the actions or methods that are
used to transform inputs into outputs. Tools can be many
things such as software, corporate knowledge, which can be
used as a tool to help plan a project and analyze the
schedule. Techniques are methods, such as flowcharts, which
help us to frame, approach and solve problems. These are
combined since they both are used to solve problems.
• Common Tools
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Software systems
Expert knowledge
Consultants or outside professionals
Ishikawa diagrams or cause & effect diagrams
• Common Techniques
– Creating teams
– Brain storming
– Leadership styles
Project Management Processes & Knowledge Areas
Process Group
Knowledge Areas
Initiating
Planning
Executing
Mon/Control
Closing
Integration
•Develop
Project Charter
•Develop Plan
•Direct and Manage
Execution
•Monitor & Control
•Integrated Control
•Close Project or
Phase
Scope
•Collect Req
•Define Scope
•Create WBS
•Verify Scope
•Control Scope
Time
•Define Activities
•Sequence Activities
•Estimate resources
•Duration
•Develop Schedule
•Control Schedule
Cost
•Estimate Cost
•Budget
•Control Cost
Quality
•Plan Quality
•Perform QA
Human Resource
•Develop HR plan
•Acquire team
•Develop team
•Manage team
•Plan Comm.
•Distribute Information
•Manage Stakeholders
•Report Performance
•Conduct Procurement
•Administer
Procurement
Communications
Risk
•ID
Stakeholders
•Perform Quality
Control
•Plan Risk
•ID Risk
•Qual & Quant Analysis
•Risk Response
Procurement
•Plan Procurement
•Close Procurement
• The Project Charter is basically
your marching orders!
Initiating
Integration
Develop Project
Charter
Scope
Time
• Identification of stakeholder
Cost
Quality
H/R
Comm.
Risk
Procurement
– It’s what you are going to do
• Build a Bridge
• Develop New Software
• Manage Government
Property
• Audits
Identify Stakeholders
– Customers
– Upper management
– Functional managers
• Inventory control manager
• Warehouse manager
– Custodians
– Users
• Integration
Planning
Integration
Develop the Plan
Scope
Collect Requirements
Define the Scope
Create WBS
Time
Define Activities
Sequence Activities
Estimate Activity resource
Estimate Duration
Develop Schedule
Cost
Estimate Cost
Determine Budget
Quality
Plan Quality
H/R
Develop H/R Plan
Comm.
Plan Communication
Risk
Plan Risk
Identify Risks
Perform Qualitative Analysis
Perform Quantitative Analysis
Plan Risk Response
Procurement
– Develop the plan
• How are you going to
handle the Audit
• Scope
– Collect the requirements
• What's going to be audited
• What contract
• What is the auditor going to
audit
– Define Scope
• Universe
• Sample size
• Sample dates
– Create WBS
• Does not easily apply
Planning
Integration
Develop the Plan
Scope
Collect Requirements
Define the Scope
Create WBS
Time
Define Activities
Sequence Activities
Estimate Activity resource
Estimate Duration
Develop Schedule
Cost
Estimate Cost
Determine Budget
Quality
Plan Quality
H/R
Develop H/R Plan
Comm.
Plan Communication
Risk
Plan Risk
Identify Risks
Perform Qualitative Analysis
Perform Quantitative Analysis
Plan Risk Response
Procurement
• Time
– Define Activities
• What do we need to
do
• How do we prepare
– Sequence Activities
• What are we doing
first, second
• Which Location,
building, room
– Estimate Activity
Resources
• How many people will
• Cost
Planning
Integration
Develop the Plan
Scope
Collect Requirements
Define the Scope
Create WBS
Time
Define Activities
Sequence Activities
Estimate Activity resource
Estimate Duration
Develop Schedule
Cost
Estimate Cost
Determine Budget
Quality
Plan Quality
H/R
Develop H/R Plan
Comm.
Plan Communication
Risk
Plan Risk
Identify Risks
Perform Qualitative Analysis
Perform Quantitative Analysis
Plan Risk Response
Procurement
– How many man hours are spent
in support of an Audit
• Quality
– Plan Quality
• How are you going to
ensure the data given to
the auditor is accurate
• How do you insure the data
given to the auditor is what
is needed
• H/R
– Develop HR plan
• Employee minimum
qualifications
• Cross training
• Continued training of
property personnel
• Certifications
• Communications
Planning
Integration
Develop the Plan
Scope
Collect Requirements
Define the Scope
Create WBS
Time
Define Activities
Sequence Activities
Estimate Activity resource
Estimate Duration
Develop Schedule
Cost
Estimate Cost
Determine Budget
Quality
Plan Quality
H/R
Develop H/R Plan
Comm.
Plan Communication
Risk
Plan Risk
Identify Risks
Perform Qualitative Analysis
Perform Quantitative Analysis
Plan Risk Response
Procurement
•Plan Procurements
– Plan Communications
• How are you going to get the
information out to the right
people at the rights time.
• Too much information
• Feed back
• Noise
• Risk
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Plan Risk
Problem solving skills
Identify Risk
Pre audit / walk-downs
Contractor self assessments
Perform Qualitative and
Quantitative Analysis
• Metrics used heavily
– Plan Risk response
Executing
Integration
•Direct and Manage Project
Execution
Scope
Time
Cost
Quality
•Perform Quality Assurance
H/R
•Acquire Project Team
•Develop Project Team
•Manage Project Team
Comm.
•Distribute information
•Manage Stakeholders
expectations
Risk
Procurement
•Conduct Procurements
• Integration
– Direct and Manage Project
Execution
• How do you ensure all
activities are being
performed
• Changes
• Start to finish
– All ten outcomes
• Quality
– Perform Quality Assurance
• Review of data
• Right information
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Executing
Integration
•Direct and Manage Project
Execution
Scope
Time
Cost
Quality
•Perform Quality Assurance
H/R
•Acquire Project Team
•Develop Project Team
•Manage Project Team
Comm.
•Distribute information
•Manage Stakeholders
expectations
Risk
Procurement
•Conduct Procurements
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Human Resources
– Acquire Project Team
– Develop Team
– Manage Team
• Team focused on project
• Right people doing the work
• Tools needed to complete the
work
Communication
– Distribute Information
• Email
• Flyers
• Phone calls
– Manage Stakeholders expectations
• What information is top
management looking for?
• Reports
• Perfect audit or close enough
• Integration
Monitoring &
Controlling
Integration
•Mon/Cont Project Work
•Perform Integrated Change
Control
Scope
•Verify Scope
•Control Scope
Time
•Control Schedule
Cost
•Control Cost
Quality
•Perform Quality control
H/R
Comm.
•Report Performance
Risk
•Monitor & control Risks
Procurement
•Administer Procurements
– Monitor & control Project Work
– Perform Integrated change control
• Capture changes, update plans
• Making sure the changes are
documented and communicated
• Scope
– Verify Scope
• What is being audited
• Make sure within contract
– Control Scope
• Validate contract specific
• Time
– Control Schedule
• Update schedule as needed
• Cost
Monitoring &
Controlling
Integration
•Mon/Cont Project Work
•Perform Integrated Change
Control
Scope
•Verify Scope
•Control Scope
Time
•Control Schedule
Cost
•Control Cost
Quality
•Perform Quality control
– Minimal impact for Property
• However the capturing of
any project cost helps
determine future
needs/constraints.
• Key Part of the Triple
Constraint
• Quality
– Perform quality control
• Reviewing of the data
• Communication
H/R
Comm.
•Report Performance
Risk
•Monitor & control Risks
Procurement
•Administer Procurements
– Report Performance
• Different levels of
management are looking for
different communication.
• Risk
– Monitor & control
• Integration
– Close Project or Phase
Closing
Integration
•Close Project
Scope
Time
Cost
Quality
H/R
Comm.
Risk
Procurement
•Close Procurements
• The group of process that
focus on closing out the
project. Closing processes
focus on closing out the
contract, releasing
resources and delivering
the product and gaining
formal approval or
acceptance from
stakeholder.
• Audit completion to include
corrective actions
• PMI’s Process Groups as it relates to a
Property Audit
Initiating
Planning
•Receipt of Audit Letter
•Scheduled Audit
•Communicate with
Stakeholders
Monitoring
&
Controlling
Executing
•Entrance Briefing
•Procedure review
•Walk-downs
•Interviews
•Communication
•What is going to be
audited
•Define Audit Scope
•Determine timelines
•Check Data
•Make sure you have
enough people to
support
•Communication
•Clean up records
Closing
•Exit Briefing
•Closeout letter
•Corrective Actions
•Entrance Briefing
•Procedure review
•Walk-downs
•Interviews
•Communication
Summary
• Project Management Basics
– The five process groups are:
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Initiating
Planning
Executing
Monitoring and Controlling
Closing
– The Nine knowledge areas are:
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Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Summary
• Project Management Basics
– Inputs
– Tools and Techniques
– Outputs
Applying Project Management Process to the Ten Property Outcomes
Acquisition
Relief of
Stewardship
Receipt
Contract
Closeout
Records
Reports
Subcontractor
Control
Initiation
Physical
Inventory
Utilization
Closing
Planning
Maintenance
Monitoring and
Controlling
execution