The University of California
Berkeley Extension
X470 Project Management
Lisa Bausell
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Welcome
Schedule for today
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12 to 5 (breaks)
Quick review of the course
UCBX paperwork
Syllabus Review
Introductions
Projects and Project Management
Teams and Teamwork
X470 Project Management
1 Project Management
2 Project Planning
3 Project Planning
Introduction
Scope
Resources
Project Initiation
Workflow
Finalization
4 Project
5 Project
6 Project Management
Baseline
Reporting & Communication
Review
Monitor & Control
Closure
Presentations
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UC Berkeley Certificate in
Project Management
Six project management courses are required to
complete the certificate (Student must complete 3 Required
courses and select 3 Electives)
Required Courses are:
• X470 Project Management
• X469.2 Project Leadership & Building High Performing
Teams
• X471.9 Project Execution & Control
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UC Berkeley Certificate in
Project Management
Electives:
Student must select 2 of these 3 electives:
•X470.9 Project Scope & Quality Management
•X440.4 Project Schedule & Risk Management
•X470.3 Project Cost & Procurement Management
Students must select 1 additional elective. There are
currently over 20 options.
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UC Berkeley Extension
• Founded in 1891 by the University of
California, Berkeley
• 60 certificate programs
• 1,500 courses per year
• 30,000 students per year
• Multiple centers in the Bay Area
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Example Extension Courses
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Accounting, Finance, Business Administration
Project Management
Agile Management
Project Management for Biotech
Marketing, Human Resources, Management
and Leadership
Product Development
Woman and Leadership
Effective Writing in the Workplace
Fundamentals of Green Building with LEED
Organic Chemistry
…
Academic Excellence
• Courses, certificates, and programs
approved by UC Berkeley
• Academic Advisory Boards including UC
Berkeley faculty and industry experts.
• UC Berkeley-approved instructors with
industry experience.
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UC Berkeley Extension Project
Management Offerings
• Beginning through advanced level courses
• Professional certificates
• Specialized and on-site programs
UC Berkeley Extension is a PMI® Registered
Education Provider (REP) and all offerings are
consistent with the PMI
PMBOK® Guide.
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UCBX Paperwork and
Attendance
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Syllabus Review
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Introductions
Introduce yourself to the class:
• What’s your name?
• What sort of project work do you do?
• What industry do you work in?
• What is your primary objective for this class?
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Project Management Introduction
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Define Projects, Project Management
Define Programs, and Operations
Outline the Goals of Project Management
Becoming a Project Leader
Review PMI and PMBOK® Guide
Define Project and Product Life Cycles
Define Project Organization and Infrastructure
Review UC Berkeley Extension Project
Management Certificate
* Projects
“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.” Triple Constraint
Time (Schedule)
Cost (Resources/Budget)
Scope (Deliverable)
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* Definition of Project
Management
“Project management is the application of
knowledge, skills, tools, and
techniques to project activities to meet
the project requirements.”
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Projects and Programs
“A program is defined
as a group of related
projects managed in a
coordinated way… A
project may or may not
be part of a program,
but a program will
always have projects.”
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Program
Project
Project
Project
Project
Project
Projects and Operations
Operations are an organizational function
performing the ongoing execution of
activities that produce the same product
or provide a repetitive service…
Operations are permanent; projects are
temporary endeavors
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Goals of Project Management
• Meet or exceed stakeholder expectations.
• Achieve project goals, balancing trade-offs
such as time, cost, quality, resources, and
other constraints.
• Manage change through iterative planning
and progressive elaboration.
• Build teamwork, trust, and contributor
relationships.
• Establish effective communications.
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Why Do Projects Fail?
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Project Management Challenges
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Unclear or poorly understood objectives
Excessive schedule pressure
Insufficient or uncommitted resources
Unrealistic project complexity
Shifting priorities and requirements
Inadequate communication
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Becoming a Project Leader
Project Leader’s Primary Responsibilities:
• Achieve project objectives
• Establish and lead the team
• Manage the project management process
Project Leader vs. Project Contributor
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Pragmatism over optimization
Generalist, not a specialist
Succeeds through others; works with people, not things
Most of the job involves communication
PMI and PMBOK® Guide
Project Management Institute (PMI)
• Professional organization for Project managers
• Project Management Body of Knowledge
(PMBOK) Guide
• Project Management Professional (PMP®
Certification
• More than 300,000 members and hundreds of
local chapters worldwide
• www.pmi.org
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PMBOK® Guide
“Project Management Body of Knowledge”
=Everything there is to know about PM
A Guide to the Project Management Body
of Knowledge, Fourth Edition (PMI, 2013)
• Summary; a reference standard
revised every 4 years
• 10 knowledge areas
• 5 process groups
• Free (PDF) to PMI Members
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* PMBOK® Guide Process Groups
1. Initiating
2. Planning
3. Executing
4. Monitoring
and Controlling
5. Closing
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PMBOK® Guide Knowledge Areas
4.
5.
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Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
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Project Groups and
Knowledge Areas
Chart
PMBOK Page 61
Learn this chart Process Groups and Knowledge
areas in order
PMBOK Page 61
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X470 Project Management
Topic coverage in UC Berkeley Extension
X470 Project Management focuses on basics:
• All PMI Process Groups will be addressed.
• Some Knowledge Areas will be covered in
detail, others will not.
• Not every Sub-knowledge Area will be included.
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Project and Product Life Cycles
Product life cycles align with project life
cycles, but may have phases preceding
project work and phases following it.
Typical Product Life Cycle Phases
Strategy/
Project
Selection
Project Monitoring
Phases
Project
Acceptance
Typical Project Life Cycle Phases
Planning
Phases
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Execute/
Build Phases
Test/
Evaluate
Closure
Support
Retirement
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Project Life Cycles
• Phased, Stage Gate
For projects that are best managed using a
succession of phases; generally best for
well-defined, routine project work
• Agile, Iterative
For novel projects that are difficult to define;
usually most effective for smaller projects
having easily developed interim deliverables
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Development-type Life Cycles
(IT, Infrastructure, Reengineering Projects,
Product Development Projects)
Typical Life Cycle Phases
Requirements
and Planning
Initiating
Processes
Study/
Define
Specify/
Design
Develop/
Build
Test/
Closure
Enhance/
Support
Executing,
Closing
Planning
Monitoring & Controlling
Processes
Processes
Processes
Alignment of Project Phases and PM Processes
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Maturity
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Agile Life Cycles
(Cyclic, Evolutionary, Adaptive Methodologies)
Typical Life Cycle Phases
Initiation
Release
Planning
Initiating
Processes
Cycle 1
Cycles 2-N
Closure
Executing,
Planning
Closing
Processes Monitoring & Controlling Processes
Processes
Alignment of Project Phases and PM Processes
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Support
* Project Organization
• Functional (within an organizational
unit)
• Projectized (organized around the
project leader)
• Matrix (cross-functional)
• Weak
• Strong
•(Balanced)
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Functional Organization
Top
Manager
Sales
Manager
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Support
Manager
Project Coordination
Finance
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
“Projectized” Organization
Project/Program
Manager
Project A
Manager
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Top
Manager
Project B
Manager
Project C
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Weak Matrix Organization
Top
Manager
Finance
Manager
Marketing
Manager
Production
Manager
Project
Coordinator
Engineering
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
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Strong Matrix Organization
Top
Manager
Marketing
Manager
Project
Manager
Manager of
Project
Managers
Engineering
Manager
Production
Manager
Staff
Staff
Staff
Project
Manager
Staff
Staff
Staff
Project
Manager
Staff
Project
Manager
Staff
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Staff
Project Organization
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QUIZ
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Select Projects and Teams for Class
Teams of 4 or 5
Consider what project you want to work on
Develop Team Operating model
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Team Operating Model
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Team members
Project name
Project paragraph
Team name
How will you communicate?
Rotate team lead position
Team coaching
• Team lead expectations (set tone,
agenda? decide break, don’t do all the
work, use your style) OK to change order
of leads, just tell me.
• PLAN the week – this week and next
• Team expectations (make sure work is
done, contribute, what are you best at,
check in with people.)
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Project Initiation
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Select projects
Develop project charter
Secure project sponsorship
Identify stakeholders
Plan communications
Acquire project team
Define initial project scoping and objective
Establish project priorities
Define a project vision
Conduct a project start-up workshop
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Select Projects
Factors to consider:
– Justification (problem or opportunity)
– Sponsorship (management support)
– Capacity (staffing, money, resources)
– Urgency
– Legal/regulatory compliance
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Projects are undertaken for a wide range of
reasons.
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Project Initiation
At the beginning of a project, seek to answer:
– Why does this project matter?
– Who benefits from this project?
– What project deliverables are required?
– When is the project expected to end?
– How much will be invested in the project?
– What are the project priorities and
constraints?
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Develop Project Charter
“A project charter is a document that formally
authorizes a project and summarizes
stakeholder needs and expectations.” (PMBoK 4.1)
– A “Charter” may have many other names, and vary
significantly in content and length for different
projects.
– A project charter may exist prior to the project
leader’s involvement, but if not (or if inadequate),
develop one.
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Project Charter Content
Project charters include information such as:
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Project purpose or justification
Project leader/manager
Project sponsor authorizing the work
Measurable objectives and initial requirements
Milestone schedule
Initial budget
Completion criteria
High-level risks
Identify Stakeholders
“Identifying all people and organizations
impacted by the project, and documenting
relevant information regarding their interests,
involvement, and impact on project success.”
(PMBoK 10.1)
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Secure Project Sponsorship
Project sponsors are important stakeholders who:
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Authorize the project
Appoint the project leader
Define project priority
Provide or approve resources
Make key decisions and handle escalations
Protect, mentor, and support the project leader and the
team
For most projects, the sponsor is the primary project
stakeholder.
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Identifying Project Stakeholders
Core Team
• Full-time on project
• Involved in planning
and execution
Other Stakeholders
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Management
Customers
Users
Vendors
Partners
Regulators
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Project
Leader
Core Team
Extended Team
Other Stakeholders
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Extended Team
• Part-time
• Involved in specific
activities
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Document Project Stakeholders
Table
“Molecule”
COMPETITORS
FINANCE
Stakeholder
PROCUREMENT
REGULATORS
IT
CUSTOMERS
LEARNING
PRODUCTS
PROJECT
LEADER
DEPENDENT
PROJECT
TEAMS
MANAGEMENT
R&D
MARKETING
QUALITY
ASSURANCE
FIELD
SUPPORT
VENDORS
CONTRACTORS
SPONSOR
MANUFACTURING
Not all stakeholders are equal.
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Interest
Impact
Project Stakeholder Analysis
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Plan Communications
“Determining the project stakeholder
information needs and defining a
communications approach.” (PMBoK 10.2)
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Project Communications Decisions
Key decisions include:
– Project Management Information System (PMIS)
– Project meetings
– Project status collection
– Project reporting
– Contributor 1-1 interactions
– Sponsor and stakeholder interactions
– Project reviews
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Acquire Project Team
“Confirming human resource availability
and obtaining the team necessary to
complete project assignments.” (PMBoK 9.2)
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Project Team Analysis
Determine the skills you will need.
Secure your project team through:
– Pre-assignment (aligned with project at start)
– Negotiation (acquired from within organization)
– Acquisition (hired or contract contributors)
Initial analysis is always subject to revision
(progressive elaboration). Adjustments are
common when setting the project baseline.
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Project Team Roster
Name
Role and
Responsibility
Phone(s)
email
Location
Create your roster and keep it updated.
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Project Team Challenges
• Cross-functional teams
• Contributors who report to others
• Virtual teams
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Geography
Time zone
Language
Culture
• Differing systems, processes, organizations
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Define Initial Project Scoping
• Part of Project Charter
• Initial description of project deliverables
based on what your sponsor, stakeholders,
customers and users request
• A goal, not a commitment
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Define Project Objective
• Maximum of 25 words
• Summary of project
Time/
Cost/
scope, time, and cost
Schedule
Resources
• Clear and
understandable
• Avoid jargon and
acronyms
• Like initial scope, this
Scope/
is only a target
Deliverable
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Project Objective Example
“I believe this nation should commit
itself to achieving the goal, before
this decade is out, of landing a man
on the moon and returning him safely
to the earth. . . . $531 million in this
fiscal year. . . .”
J. F. Kennedy, May 25, 1961
As a “Project Objective:”
The United States will send a man
to the moon and return him safely
to the earth by December 31, 1969,
For approximately $10 billion.
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Establish Project Priorities
Time
Least Flexible
Moderately Flexible
Most Flexible
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Scope
Cost
Validate Project Objective
Sponsor (And/Or:
Customers, Other Stakeholders)
Initial
Request
Objective
Objective and
Priorities
Project Manager/
Team
Restate the request, and iterate as needed to
gain consensus.
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Define a Project Vision
Vision is about why your project matters.
– Describes how the world will be better or different when
the project is successfully completed.
– Answers: “What’s in it for me?”
– Can motivate the project team.
“[We will create] a motor car for the great multitude. It will be
so low in price that no man making a good salary will be
unable to own one. The automobile will be taken for granted ...
[and we will] give a large number of men employment at good
wages.”
- Henry Ford
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Conduct a Start-up Workshop
An event where the project team initiates
processes to successfully start the project
and begin building teamwork. Workshop
benefits:
– Promote common understanding of project
goals and priorities
– Create cohesive team
– Reduce wasted time, redundant effort
– Get a fast start on the project
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Review Homework
• Reading
• Individual Homework
• Team Homework
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