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Project Management Foundations Course 101 - Project Management Concepts
1.
Project Management Foundations Course
101 – Introduction, Lifecycle & Organization Presented By: Think For A Change © Think For A Change, LLC. © Think For A Change, LLC.
2.
Target Student Audience •
Little to no experience with: – Formal Project Management Concepts – Project Management Body of Knowledge • Project Management Institute – Program or Portfolio Management Concepts – Role of a Project Manager • Frustrated with: – Failed Projects – Poorly Organized Work Efforts – Lack of Leadership in Project Efforts © Think For A Change, LLC.
3.
Course PM 101
– Introduction, Lifecycle & Organization Course Syllabus: Segment One Introduction to Project Management Segment Two Project Management Lifecycle Segment Three Project Organization & Key Roles Quiz Review What You’ve Learned! © Think For A Change, LLC.
4.
Segment
Introduction to One Project Management © Think For A Change, LLC.
5.
What is a
Project? • Definition: • “A project is a temporary endeavor undertaken to create a unique product, service or result.” • The temporary nature of a project means that it has a definite beginning and ending • Efforts that have no defined end date or definition of “done” are not projects, they are on-going operations! © Think For A Change, LLC.
6.
More About Projects… •
Every project creates a unique product, service or result • Projects end in only one of two ways: 1. The project’s objectives have been reached 2. The project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. © Think For A Change, LLC.
7.
How Are Projects
Organized? • Individual Project: • A temporary endeavor undertaken to create a unique product, service or result • Program: – A collection of projects, sub-programs or other work that are managed in a coordinated fashion in support of a portfolio • Portfolio: – A collection of projects, programs, sub-portfolios and operations managed as a group to achieve strategic benefits © Think For A Change, LLC.
8.
What is Project
Management? • Definition: • “The application of knowledge, skills, tools and techniques to project activities in order to meet the defined project requirements.” © Think For A Change, LLC.
9.
What is Project
Management? • The Project Management Process: - OR - © Think For A Change, LLC.
10.
How is a
Project Managed? • Documenting the definition of “done” • Identifying requirements needed to get to “done” • Addressing the various needs, concerns and expectations of the stakeholders in planning and executing • Setting up, maintaining and carrying out communications among stakeholders • Managing stakeholders towards meeting project requirements and creating project deliverables © Think For A Change, LLC.
11.
Balancing Competing Project
Constraints • Scope • Quality • Schedule • Budget • Resources Changing any one factor will also change at least one other factor… • Risks/Issues For example, shortening the Schedule will likely increase cost or reduce scope/quality © Think For A Change, LLC.
12.
Project Management and
Strategy • Strategic plans are often drafted by organizations to respond to threats and/or opportunities that may occur today, tomorrow or farther into the future • Based on these plans, individual projects are typically formed to address one or more of the following considerations: • Market demand • Strategic opportunity or business need • Societal need • Environmental considerations • Customer demand • Technological advances • Legal or regulatory requirements • Projects and project management discipline are typically the “tools of choice” leveraged by organizational leaders to deliver on strategic direction © Think For A Change, LLC.
13.
Project Management and
Execution • Project Management provides: • The ability to apply knowledge, processes, skills, tools and techniques that enhance the likelihood of success over a wide range of projects • A focus on the successful delivery of products, services or results • A means of achieving organizational strategy and objectives © Think For A Change, LLC.
14.
Segment
Project Management Two Lifecycle © Think For A Change, LLC.
15.
Project Management Lifecycle Starting
the Project Organizing and Preparing Carrying Out The Work Closing the Project Initiating Planning Execution and Control Closing INITIATING G COST AND EFFORT PLAN SIN CLO N ING CO G IN N T TR CU O E LL EX IN G Project Charter Project Management Project Delivery Project Closed Plan Acceptance TIME © Think For A Change, LLC.
16.
Project Management Lifecycle •
Projects are normally broken down into “phases” • A project phase is a collection of logically-related project activities that culminate in the completion of one or more deliverables. • These phases are also commonly called “work streams” • Project phases are typically completed sequentially (waterfall) but will overlap in may project situations • Project phasing allows the project to be segmented into logical sub-sets for ease of management, planning and control. © Think For A Change, LLC.
17.
Project Management Lifecycle •
Common Trends Along The PM Lifecycle • The cost of changing the project scope or final project outcome increase significantly over time • Costs and staffing levels start low during initiation, increase rapidly during planning and execution and tail off as the project draws to a close • The amount of risk and uncertainty will decrease over time • The acceptable range of budgetary uncertainty should decrease over time © Think For A Change, LLC.
18.
Project Management Lifecycle •
Predictive Lifecycles (Plan Driven Project Mgmt) • The project scope, time and cost are determined early in the project • Iterative and Incremental Lifecycles (Iterative Project Mgmt) • Project phases intentionally repeat one or more project activities • Iterations develop the final deliverable through a series of repeated cycles • Increments successively add to the functionality of the final deliverable • Adaptive Lifecycles (Agile Project Mgmt) • Intended to identify, and rapidly respond to, high levels of change and ongoing stakeholder involvement © Think For A Change, LLC.
19.
Segment
Project Organization Three & Key Roles © Think For A Change, LLC.
20.
Project Organization • Organizational
Influences on Project Management: • Vision, mission, values, belief and expectations • Regulations, policies, methods and procedures • Motivation, performance and reward systems • Risk tolerance • Failure tolerance • Operating environment • Leadership style • Workplace culture © Think For A Change, LLC.
21.
Project Organization • Common
Project Organizational Structures • Functional • Most of the organization’s resources are focused on individual business functions • Each employee has one clear superior • Employees are grouped by specialty or function • Projectized • Most of the organization’s resources are involved in project-based work • Each employee reports to a Project Manager • Employees are grouped by project or portfolio (“co-located”) • Matrix • Organizational resources are split between normal business operations and project- based work • Employees typically report to a business manager but also receive work direction from the Project Manager • Matrix structures are commonly classified as either Strong, Balanced or Weak, depending on how resources are aligned © Think For A Change, LLC.
22.
Project Organization • Organizational
Process-Based Assets • Processes and Procedures • Templates • Document Artifacts • Knowledgebase • Practice Guides • Guidelines • Work Instructions • Organizational Knowledgebase • Configuration Management • Financial Databases • Historical Information (Lessons Learned Documentation) • Issue and Defect Databases • Project Files © Think For A Change, LLC.
23.
What is the
Role of a Project Manager? • Definition: • “The Project Manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.” © Think For A Change, LLC.
24.
Project Manager Responsibilities
& Competencies • Project Managers accomplish work through the project team and key stakeholders • Successful Project Managers balance knowledge, experience, ethics and a number of interpersonal skills: • Leadership • Political and Culture Awareness • Team Building • Negotiation • Motivation • Trust Building • Communication • Conflict Management • Coaching • Influencing • Leading Without Direct • Decision Making Authority © Think For A Change, LLC.
25.
Project Resources and
Stakeholders • Project Stakeholders • Individuals, groups or organizations who may affect, be affected by, or perceive itself to be affected by a decision, activity or outcome of a project • Stakeholders can take an active or passive role in guiding or influencing the scope and outcome of the project effort • Examples of “Stakeholders”: • Project Team Resources (including leadership) • Project Sponsor • Customers/Users (internal and/or external) • Business Partners • Organizational Groups • Functional Managers • Government Regulators • Consultants © Think For A Change, LLC.
26.
Project Teams • Project
Teams • The Project Team typically includes the project manager and the group of individuals who act together in performing the work of the project to achieve its objectives • Traditional Project Team Roles: • Project Management Staff • Project Manager, Project Coordinator, PMO Staff, etc. • Project Staff • Tactical resources who identify and execute upon the tasks to be completed • Subject Matter Experts (SMEs) • Finance, Legal, HR, etc. • Business Partners • Line of business managers or individual contributors • Project team members can either be “dedicated” or “shared” to the Project © Think For A Change, LLC.
27.
Project Governance • Project
Governance • The oversight function aligned with the organization’s governance model and the project life cycle and/or process methodology • This framework provides the Project Team: • Success and deliverable acceptance criteria • Issue management and escalation protocols • Communications management protocols • Project decision-making processes • Alignment of projects with corresponding programs or portfolios • Stage-gate or phased review process management • Change management review and approval protocols • Internal stakeholder alignment © Think For A Change, LLC.
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What is a
Project Management Office (PMO)? • Definition: • “A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques” © Think For A Change, LLC.
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The Project Management
Office (PMO) • The primary function of a PMO is to support project managers: • Managing shared resources across all projects • Identifying and developing project management methodology, best practices and standards • Coaching, mentoring, training and oversight • Developing, managing and monitoring usage of policies, procedures and templates • Coordinating communication across the organization regarding project management discipline © Think For A Change, LLC.
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Final Thoughts… • Projects
are temporary initiatives that have a defined beginning and ending • Project outcomes are directly affected by the “Triple Constraint” of Time, Scope and Cost • Project Management is a formal discipline that applies knowledge, skills, tools and techniques to project activities in order to meet the defined project requirements • Successful projects rely on people, processes, tools, techniques, oversight, structure, leadership and organization © Think For A Change, LLC.
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QUIZ
Review What You’ve Learned! © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 1: • How are projects traditionally organized? © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 1: Answer: • How are projects • Individual Projects traditionally organized? • Programs • Portfolios © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 2: • What are the three (3) common project organizational structures? © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 2: Answer: • What are the three (3) • Functional common project • Projectized organizational • Matrix structures? © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 3: • Project team members can either be ______ or __________ to the project? © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 3: Answer: • Project team members • Project team members can either be ______ or can either be DEDICATED __________ to the or SHARED to the project? project? © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 4: • True or False? Projects end in only one of two ways: 1. The project’s objectives have been reached 2. The project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 4: Answer: • True or False? Projects end in • TRUE only one of two ways: 1. The project’s objectives have been reached 2. The project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 5: • The primary function of a PMO is to support _______________? © Think For A Change, LLC.
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Course PM 101
– Introduction, Lifecycle & Organization QUIZ Question 5: Answer: • The primary function of • Project Managers a PMO is to support _______________? © Think For A Change, LLC.
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CONGRATULATIONS!
You have successfully completed: Project Management Foundations Course 101 – Project Management Introduction, Lifecycle and Organization PRESENTED BY: Think For A Change, LLC. © Think For A Change, LLC.
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For more information
on best/next practices, educational training, tools, techniques and process models for: – Project Management – Innovation Management – Product Management – Leadership Please visit: http://www.thinkforachange.com © Think For A Change, LLC.
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