PM 101
A Project Management
Overview
by
Roy T. Uemura, PMP, P.E., MBA
Project Management Consultant
Project Professionals, LLC
1
What is Project Management?
“The application of knowledge,
skills, tools, and techniques to
project activities to meet project
requirements”
PMBOK Third Edition
2
Why Interest in Project Management?
Organizations are in constant state of change
Global competition
 Restructuring and mergers
 Technology revolutions (internet)
 Demand for shorter term results

These factors drive the need for
Organizational change
 NEED TO WORK MORE EFFICIENTLY

Projects are the means to facilitate change
3
Company’s Testimony
“Having qualified Project Managers managing
projects is the single most important factor
influencing our continued project delivery
success.”
 “Our current PM certification process will be
focused exclusively on external PM programs
administered by PMI and the Construction
Management Association of America.”

Director and President of Regional Operations
Global Operations Project Delivery Leadership Team
4
Why Project Management?
 Disciplined
project management provides
Focal point for effective communications,
coordination, and control
A Plan to assess progress
Emphasis on time and cost performance
 Project
management provides the
framework for methods, processes,
monitoring and change control
5
Benefits of Project Management
Balanced competing demands
 Improves monitoring and control; providing
consistent method of tracking tasks and
milestones
 Expands communications among participants
 Refines projections of resource requirements
 Provides a mechanism for performance
measurement

6
Benefits of Project Management
 Increases
stakeholder trust and confidence
 Continuously improve projects
Control
Change management
Improve project success.
 Identifies
problem areas
 Clarifies project goals and project scope
 Quantifies project risk
 Prioritizes projects
7
Benefits of Project Management
for the Individual
Creates high visibility of project results
 Builds one’s reputation and network
 Develop portable skills and experience
 Provides more opportunities within and
outside of the company
 Potential for higher salaries

8
Reasons for project failures
“The major cause of project failure is not
the specifics of what went wrong … but
rather the lack of procedures, …
methodologies, … and standards for
managing the project.”
9
The “Gap”


Organizations don’t know how to
establish and implement an effective
Project Management System
Organizations know the importance
of project management but don’t
implement it – “knowing-doing”
gap.
10
Why Do Projects Succeed?
 Supported
by Senior management
 Project Management training provided
 User input
 Clear objectives
 Adequate funding and resources
 Consistent business priorities
 Valid assumptions
 Effective cross-functional teamwork
11
What is a Project Manager?
“The person assigned by the
performing organization to
achieve the project objectives.”
PMBOK Third Edition
12
The Adhoc Project Manager
 Good
engineer = good project manager(?)
 Supervising
Engineer
 Subordinate Engineer
 Staff Engineer
 No
formal training in project management
 No experience in project management
13
The “Adhoc” Project Manager
Assigned as Project Manager with no formal
training in project management
 Isn’t fully supported by management nor by
the functional departments
 Isn’t empowered nor given full authority
 Has limited financial project responsibilities

BUT …
Expected to complete projects on time and
within the budgeted amount.
 Meet customer expectations

14
Project Management Institute (PMI)

PMI establishes project management standards
and advances the body of project management
knowledge.

PMI’s PMBOK (Project Management Body of
Knowledge) is regarded as the de facto global
standard for project management.
15
Project Management Institute (PMI)
The PMI is the world’s leading not-forprofit professional organization for project
management knowledge, information, and
professionalism
16
Project Management Standards
PMI’s A Guide to the Project Management Body
of Knowledge (PMBOK Guide) – Third Edition
17
PMBOK Guide
“Generally accepted, widely recognized
document that is repeatable in use,
developed by consensus and approved by
a recognized body, that summarizes
knowledge or practice in project
management and is an acknowledged
measure of comparison for quantitative
or qualitative evaluation.”
18
PMBOK Guide Contents

Project Management Framework




Project Life Cycle
Project Stakeholders
Organizations
Standards for Project Management of a
Project
 Project Management Processes
 Process Interaction

Project Management Knowledge Areas
19
PMBOK Guide - Purpose
PMBOK is the foundation for professional
development programs including:
 Project Management Professional (PMP)
Certification
 Project management education and training
offered by PMI Registered Education
Providers (R.E.P.s)
 Accreditation of educational programs in
project Management
PMBOK Third Edition
20
Project Management Standards
PMBOK designated as a standard by the
American National Standard Institute (ANSI)
21
Project Management Certification
PMI’s Project Management
Professional (PMP®) Certification Program
Passed ISO 9001:2000 renewal audit
22
Individual Benefits of PMP Certification
Provides professional/personal recognition
 Expedites professional develop advancement
 Creates job growth /opportunities within an
organization
 Provides framework for standardized project
 Increases employee’s value to the
organization

PMBOK Third Edition
23
Project Life Cycle
Dividing projects into phases to
provide better management control.
 The phases are connected from the
beginning to the end of the project.
 Collectively these phases are known
as the project life cycle

PMBOK Third Edition
24
Project Management Process Groups
Initiating Process Group
 Planning Process Group
 Executing Process Group
 Monitoring and Controlling Process
Group
 Closing Process Group

PMBOK Third Edition
25
Project Management Process Groups

Initiating Process Group: Defines and
authorizes the project or project phase

Planning Process Group: Defines and
redefines objectives and plans the course
of action required to attain the objectives
and scope that the project was
undertaken to address
PMBOK Third Edition
26
Project Management Process Groups

Executing Process Group: Integrates people
and other resources to carry out the project
management plan for the project.

Monitoring and Controlling Process Group:
Regularly measures and monitors progress to
identify variances from the project
management plan so that corrective action
can be taken when necessary to meet project
objectives.
27
Project Management Process Groups

Closing Process Group: Formalizes
acceptance of the product, service or
result and brings the project or project
phase to an orderly end.
28
Project Management Process Groups
Monitoring & Controlling Processes
Initiating
Process
Planning
Process
Executing
Process
Closing
Process
29
Project Management Process Groups
The Process Groups are
NOT project phases.
PMBOK Third Edition
30
Project Life Cycle Phases
The transition from one phase to another
generally involves a deliverable.
 Deliverable from one phase is approved
before work starts on the next phase.
 The project life cycle goes through a series
of phases to create the product.

PMBOK Third Edition
31
Project Life Cycle
Plan
Design
Procure
Construct
Monitoring & Controlling Process
Initiating
Process
Planning
Process
Executing
Process
Closing
Process
The project
management
process can be
deployed against
each phase of the
project life cycle
32
PMBOK Guide – Knowledge Areas









Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
PMBOK Third Edition
33
Integrated Project Management Processes
1.
2.
3.
4.
5.
6.
7.
Develop Project Charter
Develop Preliminary Project Scope
Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Integrated Change Control
Close Project
34
Triple Constraints
Managing competing project requirements:
1. Project Scope
2. Time
3. Cost
Project quality is affected by balancing
these three factors
PMBOK Third Edition
35
Triple Constraints
Time
Cost
Quality
Scope
36
Progressive Elaboration
Developing in steps, and continuing by
increments.
 Example: Project scope will be broadly
described early in the project and made more
explicit and detailed as the project team
develops a better and more complete
understanding of the objectives and
deliverables
 Not to be confused with “scope creep”.

PMBOK Third Edition
37
Projects and Strategic Planning
Projects are authorized as a result of
the following strategic considerations
 Market demand
 Organizational need
 Customer request
 Technological advance
 Legal requirement
PMBOK Third Edition
38
Prioritizing Projects
Rank the projects in the order that
gives the most value to the Corporate
Strategic Objectives
39
Stakeholder Participation
 Influence
on the project and
its outcome
 Have skills and knowledge
 Create an environment in
which stakeholders can
contribute appropriately
40
Project Stakeholders
Stakeholders are the people
involved in or affected by
project activities
 Stakeholders include
 the project sponsor and
project team
 support staff
 customers
 users
 suppliers
 opponents to the project

41
Project Initiation
 Commit
the organization to a project
 Sets the overall solution direction
 Defines the high-level project objectives
 Secures necessary approvals and resources
 Validates alignment with organization
objectives
 Assigns a project manager
42
Project Scope Statement
1.
2.
3.
4.
5.
6.
7.
8.
Project Objectives
Product Scope Description
Project Requirements
Project Boundaries
Project Deliverables
Project Acceptance Criteria
Project Constraints
Project Assumptions
43
PMBOK Third Edition
Project Scope Statement
9.
10.
11.
12.
13.
14.
15.
16.
Initial Project Organization
Initial Defined Risks
Schedule Milestones
Fund Limitation
Cost Estimate
Project Configuration Management
Project Specifications
Approval Requirements
PMBOK Third Edition
44
Planning Process
A formal, approved document used to






Guide project execution
Documents planning assumptions
Documents planning decisions regarding
alternatives chosen
Facilitates communications among
stakeholders
Define key management reviews
Provide baseline for progress measurement
and project control
45
Project Plan
 Project
Scope Management Plan
 Schedule Management Plan
 Cost Management Plan
 Quality Management Plan
 Process Improvement Plan
 Staffing Management Plan
 Communication Management Plan
 Risk Management Plan
 Procurement Management Plan
46
Work Breakdown Structure (WBS)
Defines the total scope of work by
subdividing the deliverables and
project work into smaller, more
manageable components.
47
WBS Purpose
Prerequisite to:
 Schedule
 Resource Planning
 Cost Estimating
 Cost Budgeting
 Risk Identification
48
Planning Process
Scope
Definition
WBS
Activity
Definition
List of Activities
Activity
Sequencing
Network Diagram
Schedule
Development
Project Schedule
Project
Plan
Resource
Planning
Resource
Requirements
Estimating
Activity
Duration &
Cost Est.
Cost
Budget
Cost Baseline
Risk Mgt
Plan
Risk Response
49
Staffing Plan
 Staffing
requirements
 Roles and Responsibility assignments
 Responsibility Assignment
Matrix (RAM)
 Staff
Management Plan
 Organizational Chart
 Staff acquisition
 Team Development
50
Duration Compression
Shortens project schedule without changing
project scope.

Crashing – Obtain the greatest compression for
the least incremental cost (normally adding
more resources). Often results in increased
project cost.

Fast Tracking – Doing activities in parallel that
would normally be done in sequence. Increases
project risks and often results in rework.
51
Cost Estimating Accuracy
 Accuracy
increases as project progresses
through the project life cycle.
 If performing organization does not have
formally trained project cost estimators,
it needs to supply both the resources and
the expertise to perform project cost
estimating
PMBOK Third Edition
52
Accuracy of Cost Estimating
Accuracy increases as project progresses
through project life cycle.
 Initiation Phase - Rough Order of
Magnitude: - 50% to + 100%
 Planning Phase – Definitive: -10% to
+15%
53
Decision Making Process
 Revise
Scope of Work
 Cancel project
 Accept cost and proceed
54
Project Quality Management
 Quality
Planning
 Perform Quality Assurance
 Perform Quality Control
PMBOK Third Edition
55
Risk Management
What is Project Risk?
An uncertain event or condition that, if
it occurs, has a positive or a negative
effect on a project objective.
56
Project Risk Management Processes
1.
2.
3.
4.
5.
6.
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring & Control
57
Monitoring and Controlling Process
“To keep the project on track in
order to achieve its objectives as
outlined in the Project Plan”
58
Purpose
 Monitors
and reports variances
 Controls scope changes
 Controls schedule changes
 Controls costs
 Controls quality
 Responds to risks
59
Tools & Techniques
 Status
reporting
 Progress reporting
 Forecasting
 Performance Reviews
 Variance Analysis
 Trend Analysis
 Earned Value Analysis
 Information Distribution
60
Integrated Change Control
Maintaining the original project scope and
performance baselines by continuously
managing changes, either by
1. Rejecting new changes
2. Approving changes and incorporating
them into a revised project baseline
61
Cause and Effect

If workload increases, then
quality decreases

If quality decreases, then cost
increases
62
Triple Constraints
Time
Cost
Quality
Scope
63
Project Closing Process
Formalizes acceptance of the product,
service or result and brings the project
or a project phase to an orderly end.
64
Sample Closing Activities
Lessons Learned
 Acceptance of products or services
 Collecting all project records
 Product specifications met
 Assessing product quality
 Performance appraisals and assist in transfer
of project team members
 Celebration

65
Interpersonal Skills
leads to
Higher Performance Teams
66
Develop Project Teams
Objectives:
 Improve skills of team members
 Improve trust and cohesiveness
among team members
 High performance team
67
Develop Project Teams





Provide training to enhance their
competencies
Provide expectations of team
Team building activities
Co-location
Recognition and Rewards
68
High Performing Management Skills
 Creating
synergy among team
members
 Fostering the interdependence of
team members
 Using high productive team
members as mentors for other
members
69
Caution
 Projects
fail because of people, not
technology
 If team not working well together, take
the appropriate action
 Just like defects … the sooner the
solution, the less expensive the
solution, and the more likely it is
effective.
70
High Performance Team
Clear and shared vision
 Highly motivated members
 Open to new ideas
 Able to manage change
 Well aware of their environment
 Can assess and adjust priorities
 Constantly getting feedback
 Celebrate others’ achievements
 Clean and effective communication styles

71
Working with People Issues
 Strong
leadership helps projects
succeed
 Project managers should use
 empowerment
 incentives
 discipline
 negotiation
72