1. Created by ejlp12@gmail.com, June 2010 1-2-3 – Introduction Project Management Training

2. PMI & PMP The Project Management Institute (PMI) is project management professional association with over 500,000 member. Established in 1969 and located in US. Project Management Professional (PMP) credential recognizes demonstrated knowledge and skill in leading and directing project teams and in delivering project results within the constraints of schedule, budget and resources. PMI, PMBOK, PMP are registered marks of Project Management Institute, Inc.

3. The Project Management Framework Chapter 1 –Introduction Chapter 2 –Project Life Cycle and Organization Chapter 3 – Project Management Process for a Project

4. References for PMP Study This course is using following resources as references: A Guide to The Project Management Body of Knowledge (PMBOK Guide)Fourth Edition© 2008 PMI PMP Exam Prep, Rita’s Course in a Book for passing the PMP ExamSixth Edition© 2009 Rita Mulcahy, PMP

5. 1 – INTRODUCTION

6. PMBOK Guide Is a standard (formal document that describes established norms, methods, processes and practices) Guidelines for managing individual projects A good practices which are applicable to most project most of the time A common vocabulary within project management profession A foundational project management reference PMI Code of Ethics and Professional Conduct is also requirement for PMP certification

7. Advantages of Using Formal Project Management Better control of financial, physical, and human resources Improved customer relations  Improved customer relations Shorter development times Lower costs Higher quality and increased reliability Higher profit margins Improved productivity Improved productivity Better internal coordination Higher worker morale (less stress)

8. What is Project? A Project is a temporary endeavor undertaken to create a unique, product, service, or result. Temporary = a definite beginning and end. Repetitive elements may be present but has fundamental uniqueness Is progressively elaborated. Distinguishing characteristics of each unique project will be progressively detailed as the project is better understood.

9. Project Attributes A project: Has a unique purpose Is temporary Is developed using progressive elaboration Requires resources, often from various areas Should have a primary customer or sponsor The project sponsor usually provides the direction and funding for the project Involves uncertainty

10. Project vs. Operational Work

11. What is Project Management? The application of knowledge, skills, tools and technique to project activities to meet project requirements Project Management is accomplished through the application and integration of the processes which are grouped in the 5 process groups: Initiating Planning Executing Monitoring and Controlling Closing Due to the nature of change, managing project is iterative and goes through progressive elaboration throughout the project’s lifecycle

12. Managing Project The Project Manager is the person responsible for accomplishing the project objectives. Managing a project includes: Identifying requirements. Establishing clear and achievable objectives. Balancing the competing demands of quality, scope, time and cost. Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders. Progressive Elaboration -- definitionContinuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process.

13. Project Constraints Every project is constrained in different ways by its: Scope Schedule/Time Cost/Budget Quality Resources Risk If any one factor changes, at least one other factor is likely to be affected. It is the project manager’s duty to balance these competing constraints. COST/RESOURCES SCHEDULE/TIME The Triple Constraint or The Trade-off Triangle SCOPE/QUALITY

15. Strategic opportunity/business need

16. Customer request

17. Technological advancement

18. Legal requirements

19. Ecological Impacts

21. Project Management Knowledge Areas Four core knowledge areas lead to specific project objectives. Project scope management involves defining and managing all the work required to complete the project successfully. Project time management includes estimating how long it will take to complete the work, developing an acceptable project schedule, and ensuring timely completion of the project. Project cost management consists of preparing and managing the budget for the project. Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken.

23. Project Success There are different ways to define project success: The project met scope, time, and cost goals. The project satisfied the customer/sponsor. The project produced the desired results.

24. Relationships Among Project Management, Program Management and Portfolio Management Project Management Program Management Portfolio Management Project Management Office PMO

25. What is a Program? A program is: “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.” A program manager provides leadership and direction for the project managers heading the projects within the program. ADVANTAGES Decreased risk Economies of Scale

26. Portfolios and Portfolio Management A portfolio is 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. Portfolio managers help their organizations make wise investment decisions by helping to select and analyze projects from a strategic perspective

27. Comparative Overview

28. Project Management Compared to Project Portfolio Management

29. Projects and Strategic Planning Projects are means of organizing activities that cannot be addressed within the organizations normal operational limits. Projects are typically authorized as a result of one or more of the following strategic considerations: A Market Demand & Organizational Need A Customer Request A Technological Advancement A Legal Requirement

30. Subprojects Projects are frequently divided into more manageable components or subprojects. Subproject are often contracted to an external enterprise or to another functional unit in the performing organization. Subprojects can be referred to as projects and managed as such

31. PMO A department that centralizes the management of projects. A PMO usually takes one of three roles: Project Support: Provide project management guidance to project managers in business units. Project Management Process/Methodology: Develop and implement a consistent and standardized process. Training: Conduct training programs or collect requirements for an outside company

32. Primary Function of PMO A Primary function of PMO is to support project managers in a variety of ways which may include, but are not limited to: Managing shared resources across all the projects administered by the PMO Identifying and developing project management methodology, practices & standards Coaching, mentoring , training and oversight Monitoring compliance with project management standard policies, procedures , and templates via project audits . Developing and managing project policies, procedures, templates, and other shared documentation ( organizational process assets); and Co coordinating communication across projects

33. Project Management Office (PMO) – Cont’d Home for project managers: Maintain a centralized office from which project managers are loaned out to work on projects. Internal consulting and mentoring: Advise employees about best practices. Project management software tools: Select and maintain project management tools for use by employees. Portfolio management: Establish a staff of program managers who can manage multiple projects that are related, such as infrastructure technologies, desktop applications and so on, and allocate resources accordingly.

34. Role of a Project Manager The Project Manager is the person responsible for accomplishing the project objectives. Project managers strive to meet the triple constraint by balancing project scope, time, and cost goals Depending on the organization structure , a project manager may report to functional manager. In other cases project manager may be one of the several project managers who report to a portfolio or program manager that is ultimately responsible for enterprise wide projects . In this type of structure, the project manager works closely with the portfolio or program manager to achieve the project objectives

35. Project Expediter and Coordinator Project manager’s role can very limited Project Expediter acts primarily as a staff assistant as communications coordinator. cannot personally make or enforce decisions. Project Coordinator has some power to make decisions Has some authority reports to a higher-level manager

36. Stakeholders Stakeholders are persons or organizations who are actively involved in the project or whose interests may positively or negatively affected by the performance or completion of the project. Stakeholders have varying levels of responsibility and authority and can change over the project life cycle Project management team must continuously identify both external and internal stakeholders Project manager must manage the influence of various stakeholders in relation to the requirements and balance stakeholders’ interest

37. Stakeholders Some examples of project stakeholders

39. Government or industry standards

40. Infrastructure

41. Existing human resources

42. Personnel administration

43. Company work authorization systems

44. Marketplace conditions

45. Stakeholder risk tolerances

46. Political climate

47. Organization’s established communications channels

48. Commercial databases

50. The Project Life Cycle The project life cycle is the agglomeration of all phases in the project All projects are divided into phases, and all projects, large or small, have a similar life cycle structure.: Starting the project , organizing and preparing , carrying out the project work and closing the project At a minimum, project will have a beginning or initiation phase, an intermediate phase or phases, and an ending phase. Each phase has a defined endpoint

52. Stakeholder influences, risk, and uncertainty, are greatest at the start of the project. These factors decrease over the life of the project.

54. Handoffs Project phases evolve through the life cycle in a series of phases sequences called handoffs, or technical transfers. The end of one phase sequence typically marks the beginning of the next.

55. Phase-to-Phase Relationships There are three basic types of phase–to–phase relationships : A Sequential relationship : where a phase can only start once the previous phase is complete An Overlapping relationship : where the phase starts prior to completion of the previous one (Fast tracking). Overlapping phase may increase risk and can result in rework . An Iterative relationship : where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables

56. Organizational Influences Some organizational aspects that influence how project are performed: Culture and style (Cultural norms) Organizational structure Degree of project management maturity Project management systems

57. Types of Organizational Structures (1) Functional Organization is grouped by areas of specialization Project generally occur within a single department Projectized Entire company is organized by projects Personnel are assigned and report to a project manager

58. Types of Organizational Structures (2) Weak Matrix Power rest with the functional manager Power of project manager = coordinator or expediter Balanced Matrix Power is shared between the project manager and the functional manager

59. Types of Organizational Structures (3) Strong Matrix Power rest with the project manager Composite

60. Organizational Structure Influences of organizational structure on projects

61. Organizational Structure

62. Organizational Process Assets Processes & Procedures Organizational standard processes such as standards, policies Standardized guidelines, work instruction, proposal evaluation criteria, and performance measurement criteria Templates Financial control procedures Procedures for prioritizing, approving, and issuing work authorization Etc. Corporate Knowledge Base Process measurement databases Project files Historical information & lesson learned knowledge bases Issue and defect management databases Configuration management knowledge bases Financial databases Etc.

63. 3 – Project Management Process

64. Project Management Process Monitoring & Controlling Processes Two categories of project process: Product-oriented process  should be considered in project but not explained in PMBOK Project management process Planning Processes Enter phase/ Start project Exit phase/ End project Initiating Processes Closing Processes Executing Processes Project Boundaries

65. Process Interaction Project management processes are represented as discrete elements with well-defined interface In practice, they overlap and interact I P E C M&C

66. Process Groups & Knowledge Areas Mapping

67. Next topic: Project Integration Management Thank You