Project Management
Introduction
Minder Chen, Ph.D.
CSU Channel Islands
Minder.chen@csuci.edu
What Is a Project?
• A project is a temporary endeavor undertaken to
create a unique product, service, or result.
• The temporary nature of projects indicates a
definite beginning and end.
• The end is reached when the project’s objectives
have been achieved or when the project is
terminated because its objectives will not or
cannot be met, or when the need for the project no
longer exists.
• The endeavor is undertaken by a team or an
organization using resources (e.g., people and
equipment), and therefore projects have a sense of
being intentional, planned events.
http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx
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What Is a Project?
Require resources
and planning
An expected end date, and
beginning date
A project is a temporary
endeavor undertaken to create
a unique product, service, or result.
Deliverables that
are customized*
* Not commodity products
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Examples of projects
• Developing a new product or service
• Effecting a change in the structure,
staffing, or style of an organization
• Developing or acquiring a new or
modified information system
• Constructing a building or infrastructure
• Implementing a new business process or
procedure.
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Projects vs. Operational Work
• Overlap
– Performed by people
– Constrained by limited resources
– Planned, executed, and controlled
• Differ
– operations are ongoing and repetitive
– projects are temporary and unique
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Comparison of Routine Work with Projects
Operations
Routine, Repetitive Work
Projects
Taking class notes
Writing a term paper
Daily entering sales receipts into
the accounting ledger
Setting up a sales kiosk for a
professional accounting meeting
Responding to a supply-chain
request
Developing a supply-chain
information system
Practicing scales on the piano
Writing a new piano piece
Routine manufacture of an Apple
iPod
Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and
stores 10,000 songs
Attaching tags on a manufactured
product
Wire-tag projects for GE and
Wal-Mart
TABLE 1.1
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General Management Knowledge and Skills
• General management encompasses
planning, organizing, staffing,
executing, and controlling the
operations of an ongoing enterprise.
• General management provides the
foundation for building project
management skills and is often
essential for the project manager.
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The Inner Working of Management Processes
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Management Process in 3-D
http://www.light-maker.com/harvard_wheel.jpg
From R. Alec Mackenzie, " The Management Process in 3-D",
Harvard Business Review, Nov-Dec 1969
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Ideas
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Things
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People
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People
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Project Phases
Planning
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Build-Up
Implementation
Close out
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Areas of Expertise for PM
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The PMBOK® Guide Structure
Section I
The Project Management Framework, provides a
basic structure for understanding project
management.
Chapter 1, Introduction, defines key terms and
provides an overview for the rest of the
PMBOK® Guide.
Chapter 2, Organization Influences and Project
Life Cycle, describes the environment in which
projects operate.
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The PMBOK® Guide Structure
Section II
The Standard for Project Management of a
Project, specifies all the project management
processes that are used by the project team to
manage a project
Chapter 3, Project Management Processes for a
Project, describes the five required Project
Management Process Groups for any project
and their constituent project management
processes
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Project’s Triple Constraints
• Project managers often talk of a “triple
constraint”—project scope, time and cost—
in managing competing project
requirements.
• Project quality is affected by balancing
these three factors.
• The relationship among these factors is
such that if any one of the three factors
changes, at least one other factor is likely to
be affected.
• Additional Factors: Customer satisfaction
and risk
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The PMBOK® Guide Structure
Section III
The Project Management Knowledge Areas
Chapter 4, Project Integration Management
Chapter 5, Project Scope Management
Chapter 6, Project Time Management
Chapter 7, Project Cost Management
Chapter 8, Project Quality Management
Chapter 9, Project Human Resource Management
Chapter 10, Project Communications Management
Chapter 11, Project Risk Management
Chapter 12, Project Procurement Management
Chapter 13, Project Stakeholder Management
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Project Management 5 Process Groups
• Project management is the application of knowledge, skills,
tools, and techniques to project activities to meet the
project requirements.
• Project management processes comprises 5 Process
Groups:
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Initiating,
Planning,
Executing,
Monitoring and Controlling, and
Closing.
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•
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Project Management 10 Knowledge Areas
Project Integration (Process) 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
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PM 5 Process Groups and 10 Knowledge Management Areas
Stakeholder
Management
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The Deming Cycle: Continuous Quality Control
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Plan (Create a project plan)
Do (Execute the project plan)
Check (Monitor & control project execution against the plan)
Action (Revise the project plan or execution)
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(5)
(10)
(47 processes)
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PMBOK
• Each Knowledge Area has further Processes.
• There are a total of 47 processes.
• Each process has ITTO
– Inputs,
– Tools and Techniques, and
– Outputs
• The PMBOK primarily covers each of the
processes and it's ITTO in detail.
• You need to understand the concepts related to
each of the input, output and "tools and
techniques".
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Managing a Project
• Identifying requirements;
• Addressing the various needs, concerns, and expectations
of the stakeholders in planning and executing the project;
• Setting up, maintaining, and carrying out communications
among stakeholders that are active, effective, and
collaborative in nature;
• Managing stakeholders towards meeting project
requirements and creating project deliverables;
• Balancing the competing project constraints, which
include, but are not limited to:
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Scope,
Quality,
Schedule,
Budget,
Resources, and
Risks.
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Source: PMBOK 4
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The Technical and Socio-Cultural Dimensions
of the Project Management Process
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Interpersonal Skills of a Project Manager
• Leadership,
• Team building,
• Motivation,
• Communication,
• Influencing,
• Decision making,
• Political and cultural awareness,
• Negotiation,
• Trust building,
• Conflict management, and
• Coaching.
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Interpersonal Skills
• Effective communication: The exchange of
information.
• Influencing the organization: The ability to “get things
done”.
• Leadership: Developing a vision and strategy, and
motivating people to achieve that vision and strategy .
• Motivation: Energizing people to achieve high levels of
performance and to overcome barriers to change
• Negotiation and conflict management: Conferring with
others to come to terms with them or to reach an
agreement
• Problem solving: The combination of problem
definition, alternatives identification and analysis, and
decision-making.
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Personality Characteristics and Successful Project Management Work
(Task)
http://www.maxwideman.com/papers/profiles/general.htm
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Technical Knowledge
• It is important to realize that a project manager
can successfully manage a project whether or
not he has relevant technical
knowledge…Obviously, technical knowledge is
preferred.
• Project managers are generalists with many
skills in their repertoire. They are also problem
solvers who wear many hats. Project managers
might indeed possess technical skills, but
technical skills are not a prerequisite for sound
project management skills. Your project team
should include a few technical experts, and
these are the people whom the project manager
will rely on for technical details.
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Project Manager: Pros and Cons
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Elaboration and Change Management
• Because of the potential for change, the project
management plan is iterative and goes through
progressive elaboration throughout the
project’s life cycle.
• The project manager should not simply accept
all changes as valid; rather, the project
manager should evaluate how those changes
affect the other aspects of the project.
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Progressive Elaboration
• Progressive elaboration means developing in
steps, and continuing by increments.
• For example, the 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.
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Project vs. Program
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Portfolio
• A portfolio refers to a collection of projects or
programs and other work that are grouped together to
facilitate effective management of that work to meet
strategic business objectives. The projects or
programs of the portfolio may not necessarily be
interdependent or directly related.
• Portfolio management refers to the centralized
management of one or more portfolios, which includes
identifying, prioritizing, authorizing, managing, and
controlling projects, programs, and other related work, to
achieve specific strategic business objectives. Portfolio
management focuses on ensuring that projects and
programs are reviewed to prioritize resource allocation, and
that the management of the portfolio is consistent
• with and aligned to organizational strategies.
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Portfolio, Program, and Project Management Interactions
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Project Management Office (PMO)
• A project management office (PMO) is an organizational
body or entity assigned various responsibilities related to
the centralized and coordinated management of those
projects under its domain. The responsibilities of a PMO
can range from providing project management support
functions to actually being responsible for the direct
management of a project.
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Managing shared resources across all projects administered by
the PMO;
Identifying and developing project management methodology,
best practices, and standards;
Coaching, mentoring, training, and oversight;
Monitoring compliance with project management standards,
policies, procedures, and templates via project audits;
Developing and managing project policies, procedures,
templates, and other shared documentation (organizational
process assets); and
Coordinating communication across projects.
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