3. 3
[Insert your
logo here]
This video will give you a better understanding of what Project
Management is all about
Project management explained simply:
a training video to help newcomers
understand the core concepts of PM.
https://www.youtube.com/watch?v=9LSnINglkQA
4. 4
[Insert your
logo here]
In this course you will be introduced to project management
fundamentals
By the end of this session you should be
able:
⢠to have an awareness of what project is;
⢠to understand what project management is
and how to apply it in delivering successful
projects;
⢠to have an understanding of core
characteristics of project management
processes;
⢠to have an awareness of who project
stakeholders are;
⢠to have an awareness of who project
managers are.
5. 5
[Insert your
logo here]
Table of contents
⢠What is PROJECT?
1
⢠What is PROJECT
MANAGEMENT?2
⢠PROJECT triple constraint
3
⢠PROJECT stakeholders
4
⢠PROJECT
MANAGEMENT skills5
⢠PROJECT
MANAGEMENT process
and knowledge areas6
⢠PROJECT
MANAGEMENT examples7
⢠PROJECT
MANAGEMENT books8
6. âOperations keeps the lights on, strategy
provides a light at the end of the tunnel, but
project management is the train engine that
moves the organization forward.â
Joy Gumz
Project Management Professional,
Senior Director at Project Auditors LLC
7. 7
[Insert your
logo here]
The lectures in this Module follow the structure of âA Guide to the Project Management Body of
Knowledgeâ or PMBOK Guide because it represents a tried and tested framework. Many of the generic
project management methodologies available refer to PMBOK Guide as a basic framework.
8. 8
[Insert your
logo here]
Aproject is a collaborative enterprise, involving research or
design, that is carefully planned to achieve a particular aim
The Project Management Institute (PMI) is the
professional association for project manager. In
the latest edition of the âA Guide to the Project
Management Body of Knowledgeâ or PMBOK
Guide (2013), the PMI defines a project as:
â⌠a temporary endeavor undertaken to
produce unique product, service, or
result.â
Core characteristics:
⢠Temporary
⢠Unique
⢠Progressive elaboration
9. 9
[Insert your
logo here]
⢠Temporary
Temporary means that every project has a definite beginning and a definite end. The end is reached
when the project´s objectives have been achieved, or when it becomes clear that the project objectives
will not or cannot be met, or the need for the project no longer exists and the project is terminated.
Temporary does not necessarily mean short in duration. However the duration of a project is finite;
projects are not the ongoing efforts.
⢠Unique
Projects involve doing something that has not been done before and which is, therefore, unique. The
presence of repetitive elements does not change the fundamental uniqueness of the project work.
⢠Progressive elaboration
Progressive elaboration is a characteristic of projects that integrates the concepts of temporary and
unique. Because the product of each project is unique, the characteristics that distinguish the product or
service must be progressively elaborated. Progressive means proceeding in steps, while elaborated
means worked out with care and detail. These distinguishing characteristics will be broadly defined early
in the project, and will be made explicit and detailed as the project team develops a better and more
complete understanding of the product.
Aproject is a collaborative enterprise, involving research or
design, that is carefully planned to achieve a particular aim
10. 10
[Insert your
logo here]
Projects are distinguished from operations and from programs
⢠A project versus an operation
The operations of an organization are continuing
and repetitive activities that are executed to
achieve its mission and sustain the business, but
without a definable end to their performance and
without a unique output â that is, it is not
produced or provided only once.
⢠A project versus a program
A project differs from a program in that a program
is a group of related projects managed in a
coordinated way to obtain benefits and control
not available from managing them individually.
Programs may include elements or related work
outside the scope of discrete projects in program.
11. 11
[Insert your
logo here]
Project management is a methodical approach to planning and
guiding project processes from start to finish
The PMI defines a project management as:
â⌠the application of knowledge, skills,
tools and techniques to project activities to
meet project requirements.â
Project management is an interrelated group of
processes that enables the project team to
achieve a successful project. These processes
manage inputs and produce outputs from specific
activities. The progression from input to output is
the nucleus of project management and requires
integration and iteration.
12. 12
[Insert your
logo here]
Project management is often summarised in a triangle.The three
most important factors are commonly called the triple constraint
The three most important factors are time, cost
and scope. These form the vertices with quality
as a central theme.
The triple constraint:
⢠Projects must be within cost
⢠Projects must be delivered on time
⢠Projects must be within scope
⢠Projects must meet customer quality
requirements
These constraints construct a triangle with
geometric proportions illustrating the strong
interdependent relation between these factors.
Cost
TimeScope
Quality
13. 13
[Insert your
logo here]
Aproject team is a team whose members have different functions
and are assigned to activities for the same project
The project team is the group responsible for
planning and executing the project.
Their work involves:
⢠Competing demands for:
⢠scope
⢠time
⢠cost
⢠quality
⢠risk
⢠Identified requirements.
14. 14
[Insert your
logo here]
Project stakeholders are entities that have interest in a given
project
Project stakeholders are individuals and
organizations that are actively involved in the
project, or whose interests may be positively or
negatively affected as a result of project
execution or project completion; they may also
exert influence over the project and its results.
Key stakeholders on every project include:
⢠Project manager
⢠Customer
⢠Performing organization
⢠Project team members
⢠Sponsor
15. 15
[Insert your
logo here]
Project stakeholders are entities that have interest in a given
project
Key stakeholders on every project include:
⢠Project manager â the individual responsible
for managing the project.
⢠Customer â the individual or organization
that will use the project-s product.
⢠Performing organization â the enterprise
whose employees are most directly involved
in doing the work of the project.
⢠Project team members â the group that is
performing the work of the project.
⢠Sponsor - the individual or group within or
external to the performing organization that
provides the financial resources, in cash or in
kind, for the project.
In addition to these, there are many different
names and categories of project stakeholders:
⢠internal and external,
⢠owners and funders,
⢠sellers and contractors,
⢠team members and their families,
⢠governmental agencies,
⢠media outlets,
⢠individual citizens,
⢠temporary or permanent lobbying
organizations,
⢠society, etc.
16. 16
[Insert your
logo here]
The key responsibility of the project manager is to successfully
accomplish the project objectives
⢠The project objectives can be accomplished
by balancing the competing demands for
quality, scope, time and cost.
⢠Derivative responsibilities include:
⢠Identifying the project requirements;
⢠Establishing clear and achievable
objectives;
⢠Adapting the specifications, plans
and approach to the different
concerns and expectations of
stakeholders.
⢠The project manager must direct the project
from its inputs, through its nucleus, to deliver
of its outputs.
17. 17
[Insert your
logo here]
General management skills provide much of the foundation for
building project management skills
Among other topics general management
includes:
⢠Finance and accounting, sales and
marketing, research and development,
manufacturing and distribution.
⢠Strategic, tactical, operational planning.
⢠Organizational structures, organizational
behaviour, personnel administration,
compensation, benefits, career paths.
⢠Managing work relationships through
motivation, delegation, supervision, team
building, conflict management, etc.
⢠Managing oneself through personal time
management, stress management, etc.
18. 18
[Insert your
logo here]
General management skills provide much of the foundation for
building project management skills
They are often essential for project manager. On
any given project, skill in any number of general
management areas may be required.
These key general management skills are highly
likely to affect most projects:
⢠Leading
⢠Communicating
⢠Negotiating
⢠Problem solving
⢠Influencing the organization
19. 19
[Insert your
logo here]
Leading, communicating, negotiating, problem solving, influencing
the organization are highly likely to affect most projects
Leading involves:
⢠Establishing directions â developing both a
vision of the future strategies for producing the
changes needed to achieve that vision.
⢠Aligning people â communicating the vision by
words and deeds to all those whose
cooperation may be needed to achieve the
vision.
⢠Motivating and inspiring â helping people
energize themselves to overcome political,
bureaucratic, and resource barriers to change.
Communicating involves the exchange of
information:
⢠Sender-receiver models
⢠Choice of media
⢠Writing style
⢠Presentation techniques
⢠Meeting management techniques.
Project Communications Management is the
application of these broad concepts to the
specific need of the project.
20. 20
[Insert your
logo here]
Leading, communicating, negotiating, problem solving, influencing
the organization are highly likely to affect most projects
Negotiating involves conferring with others to
terms with them or reach an agreement.
Agreements may be negotiated directly or with
assistance, mediation and arbitration ate two
types of assisted negotiation.
Problem solving involves a combination of
problem definition and decision-making. Problem
definition requires distinguishing between causes
and symptoms. Decision-making includes
analysing the problem to identify viable solutions,
and then making a choice from among them.
Influencing the organization involves the ability
to âget things doneâ. It requires an understanding
of both the formal an informal structures of all the
organizations involved:
⢠the performing organization
⢠customer
⢠partners
⢠contractors, etc.
21. 21
[Insert your
logo here]
The context on which projects are performed, conceptually
illustrated by the following figure
Project
Boundaries
Project
Inputs
Project
Initiator/
Sponsor
Project
Deliverables
Project
Records
End
Users
Process
Assets
Planning
Processes
Executing
Processes
Initiating
Processes
Closing
Processes
Monitoring &
Controlling Processes
Project Management Institute. A Guide to the Project Management Body of Knowledge: PMBOK
Guide, 5th Edition. Newtown Square, Pennsylvania. Project Management Institute, 2013, p. 37
22. 22
[Insert your
logo here]
The context on which projects are performed, conceptually
illustrated by the following figure
This figure illustrates
the project context,
its conceptual
boundaries, or scope
lines, as well as the
process groups
required to manage
the inputs and
deliver the outputs.
Project
Boundaries
Project
Inputs
Project
Initiator/
Sponsor
Project
Deliverables
Project
Records
End
Users
Process
Assets
Planning
Processes
Executing
Processes
Initiating
Processes
Closing
Processes
Monitoring &
Controlling Processes
Project Management Institute. A Guide to the Project Management Body of Knowledge: PMBOK
Guide, 5th Edition. Newtown Square, Pennsylvania. Project Management Institute, 2013, p. 37
23. 23
[Insert your
logo here]
The project management knowledge areas describe project
management knowledge and practice in terms of their processes
These processes have been organized into nine
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
24. âA project is complete when it starts working
for you, rather than you working for it.â
Scott Allen
Project Management Professional,
Social Media Professional
25. 25
[Insert your
logo here]
Project Management books
⢠Project Management Institute (2013): A
Guide to the Project Management Body of
Knowledge: PMBOK Guide, 5th Edition.
Pennsylvania: New York: Project Mgmt Inst.
⢠Stephen Barker, Rob Cole (2012): Brilliant
Project Management: What the Best Project
Managers Know, Do, and Say, 3rd Edition.
Edinburgh Gate: Pearson.
⢠Eric Verzuh (2012): The Fast Forward MBA
in Project Management. New Jersey: John
Wiley & Sons.
⢠Terry Schmidt (2009): Strategic Project
Management Made Simple â Practical Tools
for Leaders and Teams. New Jersey: John
Wiley & Sons.
⢠Harold Kerzner (2013): Project Management:
a Systems Approach to Planning, Scheduling,
and Controlling, 11th Edition. New Jersey:
John Wiley & Sons.
⢠Scott Berkun (2008): Making Things Happen:
mastering Project Management. Sebastopol:
O´Reilly Media Inc.
26. 26
[Insert your
logo here]
Key Takeaways
⢠Project is a temporary endeavor undertaken to produce unique product, service, or result.
⢠Project management is the application of knowledge, skills, tools and techniques to project activities
to meet project requirements.
⢠Projects must be within cost.
⢠Projects must be delivered on time.
⢠Projects must be within scope.
⢠Projects must meet customer quality requirements.
⢠Project stakeholders are entities that have interest in a given project or may also exert influence over
the project and its results.
⢠General management skills provide much of the foundation for building project management skills.
29. 29
[Insert your
logo here]
This example will give you a better understanding of project
management life cycle
LARGE MULTINATIONAL PROJECT
⢠US construction company won a contract to
design and build the first cooper mine in
northern Argentina.
⢠There was no existing infrastructure for either
the mining industry or large construction
projects in this part of South America.
Adrienne Watt (2014): Project Management. BC Campus Open
Textbook. URL: http://opentextbc.ca/projectmanagement/
30. 30
[Insert your
logo here]
This example will give you a better understanding of project
management life cycle
⢠INITIATION â defining and finding objectives and a project leadership team to manage a large
complex project in a remote area of a globe ď three offices, procedures for getting work done,
acquiring the appropriate permits, developing relationships.
⢠PLANNING â project team developed an integrated project schedule that coordinated the activities of
design, procurement and construction teams ď detailed budget, design, equipment, materials,
construction schedule, labour projections.
⢠EXECUTING â project team accomplished the work defined in the plan and made adjustments when
the projects factors changed ď deliver of equipment and materials, labour was hired and trained, a
construction site was built, all contraction activities were accomplished.
⢠CONTROLLING â project team measured and monitored progress to identify variances from the
project management plan so that corrective action can be taken when necessary to meet project
objectives.
⢠CLOSURE â turning over the newly constructed plant to the operations team of the client ď
accounting books were closed, final reports written and distributed, the project was evaluated.
31. 31
[Insert your
logo here]
In this course you will be introduced to project managementlife
cycle
By the end of this session you should be
able:
⢠to have an understanding of the context on
which projects are performed;
⢠to have an awareness of project
management processes;
⢠to have an understanding how project
management process interact with each
other;
⢠to have an awareness of which activities
each process group include.
33. âFor a project plan to be effective it must
equally address the parameters of âactivity
timeâ and âactivity logicâ. This logical
relationship is required to model the effect
schedule variance will have down stream in
the project.â
Ruby Burke
Project Management Professional,
Author, Consultant, Lecturer in PM
34. 34
[Insert your
logo here]
The context on which projects are performed, conceptually
illustrated by the following figure
Project
Boundaries
Project
Inputs
Project
Initiator/
Sponsor
Project
Deliverables
Project
Records
End
Users
Process
Assets
Planning
Processes
Executing
Processes
Initiating
Processes
Closing
Processes
Monitoring &
Controlling Processes
Project Management Institute. A Guide to the Project Management Body of Knowledge: PMBOK
Guide, 5th Edition. Newtown Square, Pennsylvania. Project Management Institute, 2013, p. 37
35. 35
[Insert your
logo here]
The context on which projects are performed, conceptually
illustrated by the following figure
This figure illustrates
the project context,
its conceptual
boundaries, or scope
lines, as well as the
process groups
required to manage
the inputs and
deliver the outputs.
Project
Boundaries
Project
Inputs
Project
Initiator/
Sponsor
Project
Deliverables
Project
Records
End
Users
Process
Assets
Planning
Processes
Executing
Processes
Initiating
Processes
Closing
Processes
Monitoring &
Controlling Processes
Project Management Institute. A Guide to the Project Management Body of Knowledge: PMBOK
Guide, 5th Edition. Newtown Square, Pennsylvania. Project Management Institute, 2013, p. 37
36. 36
[Insert your
logo here]
Projects are composed of processes
⢠A process is a series of actions bringing
about a result.
⢠Project management processes can be
organized into five groups of one or more
processes each:
⢠Initiating processes
⢠Planning processes
⢠Executing processes
⢠Controlling processes
⢠Closing processes
37. 37
[Insert your
logo here]
The project management process groups are initiating, planning,
executing, monitoring and controlling, and closing
⢠Project Initiation: everything that is needed
to set-up the project before work can start.
⢠Project Planning: detailed plan of how the
work will be carried out including time, sot
and resource estimates.
⢠Project Execution: doing the work to deliver
the product, service or desired outcome.
⢠Project Control: ensuring that a project
stays on track and taking corrective action to
ensure it does.
⢠Project Closure: formal acceptance of the
deliverables and disbanding of all the
elements that were required to run the
project.
38. 38
[Insert your
logo here]
The project management process groups are initiating, planning,
executing, monitoring and controlling, and closing
⢠Initiating defines and authorizes the project
or a project phase.
⢠Planning defines and refines objectives and
plans the course of action required to attain
the objectives and scope that the project was
undertaken to address.
⢠Executing integrates people and other
resources to carry out the plan.
⢠Controlling 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.
⢠Closing formalizes acceptance of the
product, service, or result and brings the
project or a project phase to an a orderly end.
There is one more phase at the beginning the
project management process, which is not
illustrated in the figure (slide 10):
⢠Project Definition: defining the goals,
objectives and critical success factors for the
project
39. 39
[Insert your
logo here]
The process groups are linked by the results they produce
⢠The result or outcome of one process group
often becomes an input to another.
⢠Among the central process groups the links
are iterated.
⢠Planning provides executing with a
documented project plan early on, and then
provides documented updates to the plan as
the project processes.
⢠These connections are illustrated by the
following figure (arrows represent flow of
information).
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
Project Management Institute. A Guide to the Project Management Body of Knowledge: PMBOK
Guide, 5th Edition. Newtown Square, Pennsylvania. Project Management Institute, 2013, p. 31
40. 40
[Insert your
logo here]
The project management process groups are not discrete, one
time events
⢠The project management process
groups are overlapping activities
that occur at varying levels of
intensity throughout each phase
of the project.
⢠The following figure illustrates the
relative depth, breadth, and
interrelationship between these
process groups.
LevelofProcessInteraction
Start Finish
TIME
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Controlling
Process
Group
Closing
Process
Group
Project Management Institute. A Guide to the Project Management Body of Knowledge: PMBOK
Guide, 5th Edition. Newtown Square, Pennsylvania. Project Management Institute, 2013, p. 31
41. 41
[Insert your
logo here]
Several significant observations regarding the nature of project
management can be made from this figure
The breadth or range of project management is
comprehensive â that is, it begins with initiating and
continues through closing; these processes are
coincident with the start and end of the specific
project itself, respectively. Controlling occur
throughout the duration of the project and have a
range relatively similar to that of executing.
Indicating a project´s temporary nature and the
importance of the timing of the deliverable, closing
begins relatively shortly after initiating concludes.
Planning and controlling have a collective depth
similar to that of executing, illustrating that these
activities require a level of effort and have a
implication similar to that of constructing the product,
providing the service, or producing the result.
LevelofProcessInteraction
Start Finish
TIME
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Controlling
Process
Group
Closing
Process
Group
Project Management Institute. A Guide to the Project Management Body of Knowledge: PMBOK
Guide, 5th Edition. Newtown Square, Pennsylvania. Project Management Institute, 2013, p. 31
42. 42
[Insert your
logo here]
Within each process group, the individual processes are linked
by their inputs and outputs
⢠Inputs â documents or documentable items
that will be acted upon.
⢠Tools and techniques â mechanisms
applied to the inputs to create the outputs.
⢠Outputs â documents and or documentable
items that are a result of the process.
43. 43
[Insert your
logo here]
Project Initiation ensures a successful projects start-up and gives
a solid head start to achieving the projects objectives
⢠Initiation â authorizing the project or phase.
⢠Project initiation brings together:
⢠Key foundational documents to
define the project;
⢠Business concurrence for the
project;
⢠Project sponsorship;
⢠On-going project governance.
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
44. 44
[Insert your
logo here]
Project Planning is an ongoing effort throughout the life of project
⢠Planning defines and refines objectives and
plans the course of action required to attain
the objectives and scope that the project was
undertaken to address.
⢠There are more processes in this section.
⢠However, the project management is not
primarily planning.
⢠The amount of planning performed should be
commensurate with the scope of the project
and the usefulness of the information
developed.
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
45. 45
[Insert your
logo here]
Planning processes are divided into core processes and
facilitating processes
Core processes:
⢠Some planning processes have clear
dependencies that require them to be
performed in essentially the same order on
most projects (e.g. activities must be defined
before they can be scheduled or costed)
⢠These core planning processes may be
iterated several times during any one phase
of a project.
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
46. 46
[Insert your
logo here]
Planning processes are divided into core processes and
facilitating processes
Core processes:
⢠Some planning processes have clear
dependencies that require them to be
performed in essentially the same order on
most projects (e.g. activities must be defined
before they can be scheduled or costed)
⢠These core planning processes may be
iterated several times during any one phase
of a project.
They include for example:
⢠Scope definition and planning
⢠Activity definition, sequencing and duration
Estimating
⢠Schedule development
⢠Risk management planning
⢠Resource planning
⢠Cost estimating and budgeting
⢠Project plan development
47. 47
[Insert your
logo here]
Planning processes are divided into core processes and
facilitating processes
Facilitating processes:
⢠Interactions among the other planning
processes are more dependent on the nature
of the project (e.g. there may be a little risk
until after most of planning has been done -
then team recognizes considerable risks).
⢠Facilitating processes are performed
intermittently and as needed during project
planning, they are not optional.
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
48. 48
[Insert your
logo here]
Planning processes are divided into core processes and
facilitating processes
Facilitating processes:
⢠Interactions among the other planning
processes are more dependent on the nature
of the project (e.g. there may be a little risk
until after most of planning has been done -
then team recognizes considerable risks).
⢠Facilitating processes are performed
intermittently and as needed during project
planning, they are not optional.
They include for example:
⢠Quality planning
⢠Organizational planning
⢠Staff acquisition
⢠Communications planning
⢠Qualitative and quantitative risk analysis
⢠Risk response planning
⢠Procurement planning
49. 49
[Insert your
logo here]
Project Execution builds the physical project deliverables and
presents them to customer for signoff
⢠This phase is usually the longest phase in
project life cycle and typically consumes the
most energy and the most resources.
⢠Executing integrates people and other
resources to carry out the plan.
Includes for example:
⢠Project plan execution
⢠Quality assurance
⢠Team development
⢠Information distribution
⢠Solicitation
⢠Contract administration
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
50. 50
[Insert your
logo here]
Project Controlling oversees all the tasks necessary to ensure
that the project proceeds with minimal risk
⢠Controlling 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.
⢠Controlling also includes taking preventive
action in anticipation of possible problems.
⢠These variances are fed into the control
processes in the various knowledge areas.
Includes for example:
⢠Change control
⢠Scope verification and change control
⢠Schedule control
⢠Cost control
⢠Quality control
⢠Performance reporting
⢠Risk control
51. 51
[Insert your
logo here]
Project Closing represents the final stage of a project
⢠Closing formalizes acceptance of the product,
service, or result and brings the project or a
project phase to an a orderly end.
⢠Involves:
⢠Handing deliverables to customer
⢠Passing the documentation to the
business
⢠Cancelling supplier contracts
⢠Releasing staff and equipment
⢠Informing stakeholders of the
closure of the project
⢠Identifying the projects success and
the lessons learned
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
52. âPlanning without action is futile, action
without planning as a fatal.â
Cornelius Fitchner
Project Management Professional,
Chair of the Project Management Institute Orange County Chapter
53. 53
[Insert your
logo here]
Project Management books
⢠Project Management Institute (2013): A
Guide to the Project Management Body of
Knowledge: PMBOK Guide, 5th Edition.
Pennsylvania: New York: Project Mgmt Inst.
⢠Stephen Barker, Rob Cole (2012): Brilliant
Project Management: What the Best Project
Managers Know, Do, and Say, 3rd Edition.
Edinburgh Gate: Pearson.
⢠Eric Verzuh (2012): The Fast Forward MBA
in Project Management. New Jersey: John
Wiley & Sons.
⢠Terry Schmidt (2009): Strategic Project
Management Made Simple â Practical Tools
for Leaders and Teams. New Jersey: John
Wiley & Sons.
⢠Harold Kerzner (2013): Project Management:
a Systems Approach to Planning, Scheduling,
and Controlling, 11th Edition. New Jersey:
John Wiley & Sons.
⢠Scott Berkun (2008): Making Things Happen:
mastering Project Management. Sebastopol:
O´Reilly Media Inc.
54. 54
[Insert your
logo here]
Key Takeaways
⢠Project management processes can be organized into five groups: initiating, planning, executing,
controlling, closing processes.
⢠The process groups are linked by the results they produce. Within each process group, the individual
processes are linked by their inputs and outputs.
⢠The project management process groups are not discrete, one time events.
⢠Initiation â authorizing the project or phase.
⢠Planning defines and refines objectives and plans the course of action required to attain the
objectives and scope that the project was undertaken to address.
⢠Project Execution builds the physical project deliverables and presents them to customer for signoff.
⢠Project Controlling oversees all the tasks necessary to ensure that the project proceeds with minimal
risk.
⢠Closing formalizes acceptance of the product, service, or result and brings the project or a project
phase to an a orderly end.
57. 57
[Insert your
logo here]
In this course you will be introduced to project integration
management
By the end of this session you should be
able:
⢠to have an understanding of what project
integration management is;
⢠to have an awareness of which activities are
performed;
⢠to understand which processes are required
for project integration management;
⢠to understand what project management
plan is and how to create it.
58. 58
[Insert your
logo here]
Table of contents
⢠PROJECT integration
management1
⢠PROJECT plan2
⢠PROJECT plan
development3
⢠PROJECT plan
execution4
⢠Integrated PROJECT
change control5
⢠PROJECT documents6
⢠PROJECT examples7
⢠PROJECT
MANAGEMENT books8
59. âWhy do so many professionals say they are
project managing, when what they are
actually doing is fire fighting?â
Colin Bentley
Project Management Professional,
One of the Authors of PRINCE2
60. 60
[Insert your
logo here]
Project Integration Management includes the processes required
to ensure that the various elements of the project are coordinated
⢠It involves making trade-offs among
competing objectives and alternatives to meet
or exceed stakeholder needs and
expectations.
⢠The processes involved in Integration
Management are primarily integrative:
⢠Project Plan Development
⢠Project Plan Execution
⢠Integrated Change Control
⢠These processes interact with each other and
with other processes in the other knowledge
areas of the project management.
61. 61
[Insert your
logo here]
Aproject management plan is a fundamental tool for the project
manager to deliver the project successfully
⢠A project plan is a strategic and formalized
roadmap to accomplish the project´s
objectives by describing how the project is to
be executed, monitored and controlled.
⢠A project plan will vary based on size,
complexity, risk, and/or sensitivity of the
project.
⢠Implementing the project plan requires
competency in all of the project management
knowledge areas and is critical to the success
of the project.
62. 62
[Insert your
logo here]
Aproject management plan is a fundamental tool for the project
manager to deliver the project successfully
The project plan is used to:
⢠Guide project execution
⢠Document project planning assumptions
⢠Document project planning decisions
regarding alternatives chosen
⢠Facilitate communication among stakeholders
⢠Define key management reviews as to
content, extent and timing
⢠Provide a baseline for progress measurement
and project control
63. 63
[Insert your
logo here]
Project Plan Development â integrating and coordinating all
project plans to create a consistent, coherent document
INPUTS
⢠Other planning
outputs
⢠Historical information
⢠Organizational
policies
⢠Constraints
⢠Assumptions
TOOLS AND
TECHNIQUES
⢠Project planning
methodology
⢠Stakeholder skills
and knowledge
⢠Project management
information system
(PMIS)
⢠Earned value
management (EVM)
OUTPUTS
⢠Project plan
⢠Supporting detail
64. 64
[Insert your
logo here]
Project Plan Development â Inputs
⢠Other planning outputs. All of the outputs of
the planning processes in the other
knowledge areas are inputs to developing the
project plan.
⢠Historical information. The available
historical information such as estimating
databases, records of past project
performance should have been consulted
during the other project planning processes.
⢠Organizational policies. Any and all of the
organizations involved in the project may
have formal and informal policies whose
effects must be considered.
⢠Constraint is an applicable restriction that
will affect the performance of the project.
⢠Assumptions - are factors that, for planning
purposes, are considered to be true, real, or
certain. They affect all aspects of project
planning, and are part of the progressive
elaboration of the project.
65. 65
[Insert your
logo here]
Project Plan Development â Tools and Techniques
⢠Project planning methodology is any
structured approach used to guide the project
team during development of the project plan
(e.g. PRINCE2, see the lecture PRINCE2).
⢠Project management information system
(PMIS) consists of the tools and techniques
used to gather, integrate, and disseminate the
outputs of project management. A PMIS is
typically one or more software applications
and a methodical process for collecting and
using project information (e.g. SharePoint, in-
STEP Blue, MS Project etc.)
⢠Stakeholder skills and knowledge. Every
stakeholder has skills and knowledge that
may be useful in developing the project plan.
The project management team must create
an environment in which the stakeholders can
contribute appropriately.
⢠Earned value management (EVM) is a
technique used to integrate the project´s
schedule and budget and to measure and
report project performance from initiation to
closeout.
66. 66
[Insert your
logo here]
Project Plan Development â Outputs
Project plan commonly includes:
⢠Project charter
⢠A description of the project management
approach or strategy
⢠Scope statement with project objectives and
deliverables
⢠Work breakdown structure
⢠Cost estimates, schedule, responsibility
assignments
⢠Major milestones and target dates
⢠Key or required staff
⢠Risk management plan
⢠Open issues and pending decisions
Supporting detail for project plan includes:
⢠Outputs from other planning processes that
are not included
⢠Technical information
⢠Documentation of relevant standards
⢠Specifications from early project
developments planning
67. 67
[Insert your
logo here]
Project Plan Execution â carrying out the project plan by
performing the activities included therein
INPUTS
⢠Project plan
⢠Supporting detail
⢠Organizational
policies
⢠Preventive action
⢠Corrective action
TOOLS AND
TECHNIQUES
⢠General
management skills
⢠Product skills and
knowledge
⢠Work authorization
system
⢠Status review
meetings
⢠Project management
information system
⢠Organizational
procedures
OUTPUTS
⢠Work results
⢠Change requests
68. 68
[Insert your
logo here]
Project Plan Execution â Inputs
⢠Project plan â the formal, approved
document used to manage project execution.
⢠Supporting details â additional information
for the project plan.
⢠Organizational policies. Any and all of the
organizations involved in the project may
have formal and informal policies whose
effects must be considered.
⢠Preventive action is anything that reduces
the probability of potential consequences.
⢠Corrective action is anything done to bring
expected future project performance in line
with the project plan.
69. 69
[Insert your
logo here]
Project Plan Execution â Tools andTechniques
⢠General management skills such as
leadership, communicating, and negotiating
are essential to effective project plan
execution.
⢠Product skills and knowledge. The project
team must have access to an appropriate set
of skills and knowledge about the project´s
product.
⢠Work authorization system is a formal
procedure for sanctioning project work to
ensure that the work is done at the right time
and in the proper sequence. The primary is
typically written authorization to begin on a
specific activity or work package.
⢠Status review meetings are regularly
scheduled meetings held to exchange
information about the project.
⢠Project management information system
(PMIS) consists of the tools and techniques
used to gather, integrate, and disseminate the
outputs of project management.
⢠Organizational procedures. Any and all of
the organizations involved in the project may
have formal and informal procedures that are
useful during project execution.
70. 70
[Insert your
logo here]
Project Plan Execution â Outputs
⢠Work results are outcomes of the activities
performed to accomplish the project.
Information on work results is collected as
part of project plan execution and fed into the
performance reporting process.
⢠Change requests are often identified while
the work of the project is being done (e.g. to
modify cost, or schedule estimates, etc.).
71. 71
[Insert your
logo here]
Integrated Change Control â coordinating changes across the
entire project
INPUTS
⢠Project plan
⢠Performance reports
⢠Change requests
TOOLS AND
TECHNIQUES
⢠Change control
system
⢠Configuration
management
⢠Performance
measurement
⢠Additional planning
⢠Project management
information system
OUTPUTS
⢠Project plan updates
⢠Corrective actions
⢠Lessons learned
72. 72
[Insert your
logo here]
Integrated Change Control â Inputs
⢠Project plan provides the baseline against
which changes will be controlled.
⢠Performance reports provide information on
project performance. They also alert the
project team to issues that may cause
problems in the future.
⢠Change requests occur in many forms â oral
or written, direct or indirect, externally or
internally initiated, legally mandated or
optional, etc.
73. 73
[Insert your
logo here]
Integrated Change Control â Tools and Techniques
⢠Change control system is a collection of
formal, documented procedures that defines
how project performance will be monitored,
evaluated, and changed. Change control
systems can include people responsible for
approving or rejecting proposed changes.
⢠Configuration management is subset of the
change management control system and is
used to ensure that the description of the
project´s product is correct and complete.
⢠Performance measurement help to assess
whether variances from the plan require
corrective actions.
⢠Additional planning. Projects seldom run
exactly according to plan. Some changes
may require additional planning.
⢠Project management information system
(PMIS) consists of the tools and techniques
used to gather, integrate, and disseminate the
outputs of project management.
74. 74
[Insert your
logo here]
Project Plan Execution â Outputs
⢠Project plan updates are any modification to
the content of the project plan or the
supporting detail.
⢠Corrective action is anything done to bring
expected future project performance in line
with the project plan.
⢠Lessons learned should be documented so
that they become part of the historical
database.
75. 75
[Insert your
logo here]
Project documentation is used to define the way we manage
projects and the governance surrounding them
Examples:
⢠Activity attributes
⢠Activity cost estimates
⢠Activity list
⢠Assumption log
⢠Basis of estimates
⢠Charter
⢠Contracts
⢠Duration estimates
⢠Forecasts
⢠Milestone list
⢠Performance report
⢠Project funding requirements
⢠Proposals
⢠Procurement documents
⢠Project organization structure
⢠Quality control measurements
⢠Quality checklists
⢠Quality metrics
⢠Resource breakdown structure
⢠Resource requirements
⢠Risk register
⢠Roles and responsibilities
⢠Stakeholder management strategy
⢠Teaming agreements
⢠Team performance assessment etc.
76. âProject management can be defined as a
way of developing structure in a complex
project, where the independent variables of
time, cost, resources and human behaviour
come together.â
Ruby Burke
Project Management Professional,
Author, Consultant, Lecturer in PM
77. 77
[Insert your
logo here]
Project Management books
⢠Project Management Institute (2013): A
Guide to the Project Management Body of
Knowledge: PMBOK Guide, 5th Edition.
Pennsylvania: New York: Project Mgmt Inst.
⢠Stephen Barker, Rob Cole (2012): Brilliant
Project Management: What the Best Project
Managers Know, Do, and Say, 3rd Edition.
Edinburgh Gate: Pearson.
⢠Eric Verzuh (2012): The Fast Forward MBA
in Project Management. New Jersey: John
Wiley & Sons.
⢠Terry Schmidt (2009): Strategic Project
Management Made Simple â Practical Tools
for Leaders and Teams. New Jersey: John
Wiley & Sons.
⢠Harold Kerzner (2013): Project Management:
a Systems Approach to Planning, Scheduling,
and Controlling, 11th Edition. New Jersey:
John Wiley & Sons.
⢠Scott Berkun (2008): Making Things Happen:
mastering Project Management. Sebastopol:
O´Reilly Media Inc.
78. 78
[Insert your
logo here]
Key Takeaways
⢠Project Integration Management includes the processes required to ensure that the various elements
of the project are coordinated.
⢠The processes involved in Integration Management are: Project Plan Development, Project Plan
Execution, Integrated Change Control.
⢠A project plan is a strategic and formalized roadmap to accomplish the project´s objectives by
describing how the project is to be executed, monitored and controlled.
⢠Project Plan Development â integrating and coordinating all project plans to create a consistent,
coherent document.
⢠Project Plan Execution â carrying out the project plan by performing the activities included therein.
⢠Integrated Change Control â coordinating changes across the entire project.
⢠Project documentation is used to define the way we manage projects and the governance
surrounding them.
80. PROJECT TIME
MANAGEMENT
Module: Project Management in Media, Arts
& Entertainment
Lecturer: Thorsten Kliewe
Date:
PRESENTATION SUPPORTED BY
[Insert your
logo here]
81. 81
[Insert your
logo here]
In this course you will be introduced to project time management
By the end of this session you should be
able:
⢠to have an understanding of what project
time management is;
⢠to have an awareness of which activities are
performed;
⢠to understand which processes are required
for project time management;
⢠to have an awareness of which tools can be
used for project time management.
82. 82
[Insert your
logo here]
Table of Contents
⢠PROJECT time
management1
⢠ACTIVITY definition
2
⢠ACTIVITY sequencing
3
⢠ACTIVITY duration
estimating4
⢠SCHEDULE development
5
⢠SCHEDULE control
6
⢠PROJECT examples
7
⢠PROJECT
MANAGEMENT books8
83. âA plan is what, a schedule is when. It takes
both a plan and a schedule to get things
done.â
Peter Turla
Time-management Expert,
President of the National Management Institute
84. 84
[Insert your
logo here]
ProjectTime Management includes the processes required to
ensure timely completion of the project
⢠It involves determining the delivery dates and
milestones whilst taking all of the known
constraints into account.
⢠The processes involved in Time Management
are:
⢠Define activities
⢠Sequence activities
⢠Estimate activity durations
⢠Develop schedule
⢠Control schedule
⢠These processes interact with each other and
with processes in the other knowledge areas.
85. 85
[Insert your
logo here]
ProjectTime Management includes the processes required to
ensure timely completion of the project
Process Project Group Key Deliverables
Define activities
Planning
Activity list
Activity attributes
Sequence activities Project schedule network diagrams
Estimate activity duration Activity duration estimates
Develop schedule Schedule baseline project schedule
Control schedule Monitoring and controlling Work performance information
Schedule forecasts
86. 86
[Insert your
logo here]
Time management planning should be carried out with the input
of the project team that is going to actually do the work
⢠Time management planning should be carried
out with the input of the project team that is
going to actually do the work.
⢠This ensure that sequencing and activity
duration estimates are realistic.
Project Time
Management
Determine
Delivery Dates
Define
Milestones
87. 87
[Insert your
logo here]
Activity Definition â identifying the specific tasks needed to be
done in order to produce the project´s deliverables
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Work breakdown
structure
⢠Scope statement
⢠Historical information
⢠Constraints
⢠Assumptions
⢠Expert judgements
TOOLS AND
TECHNIQUES
⢠Decompositions
⢠Templates
OUTPUTS
⢠Activity list
⢠Supporting detail
⢠Work breakdown
structure updates
88. 88
[Insert your
logo here]
Activity Definition â Inputs
⢠Work breakdown structure defines each
deliverable and the decomposition of the
deliverable into work packages.
⢠Scope statement includes the products
scope description of the project deliverables
and defines the product user acceptance
criteria.
⢠Historical information â activities which
were required on previous, similar projects.
⢠Constraints â factors that will limit the project
managements team´s options.
⢠Assumptions â are factors that, for planning
purposes, are considered to be true, real, or
certain.
⢠Expert judgement is required to assess the
inputs to this process. Such expertise may be
provided by any group or individual with
specialized knowledge or training.
89. 89
[Insert your
logo here]
Activity Definition â Tools andTechniques
⢠Decomposition â in order to produce activity
list it is necessary to divide work packages
into smaller. Decomposition produce more
manageable components to provide better
management control.
⢠Work package is the lowest level of
the work breakdown structure and is
defined as the effort required to
produce a deliverable within a
project.
⢠Templates. An activity list from pervious
project is often usable as a template for a
new project.
Work Packages
â deliverable
product based on
Scope
Activities â work
that needs to be
done to complete
a work package
90. 90
[Insert your
logo here]
Activity Definition â Outputs
⢠Activity list includes all activities that will be
performed on the project. It should be
organized as an extension to the Work
Breakdown Structure to help ensure that it is
complete.
⢠Supporting detail for the activity list should
be documented and organized as needed to
facilitate its use by other project management
processes.
⢠Work breakdown structure updates. Any
such updates must be reflected in work
breakdown structure.
91. 91
[Insert your
logo here]
Activity Sequencingâ sequencing activities according their
dependencies, identifying and documenting logical relationships
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Activity list
⢠Product description
⢠Mandatory
dependencies
⢠Discretionary
dependencies
⢠External
dependencies
⢠Milestones
TOOLS AND
TECHNIQUES
⢠Precedence
diagramming method
⢠Arrow diagramming
method
⢠Network templates
OUTPUTS
⢠Project network
diagrams
⢠Activity list updates
92. 92
[Insert your
logo here]
Activity Sequencingâ Inputs
⢠Activity list includes all activities that will be
performed on the project. It should be
organized as an extension to the Work
Breakdown Structure to help ensure that it is
complete.
⢠Product description. Product characteristics
often affect activity sequencing.
⢠Milestones are significant points or events in
the project.
⢠Dependencies (mandatory, discretionary,
external) ď âŚ
93. 93
[Insert your
logo here]
Mandatory, discretionary, external are dependencies used to
define the sequence among the activities
Category Dependency Explanation Example
Mandatory vs.
Discretionary
Mandatory (hard logic) Involves physical limitations;
contractual or legal obligations
When constructing a new building,
building the walls is dependent on
laying the foundations
Discretionary (soft logic) Based on knowledge best
practices or preference
A â furnish room 1; B â furnish
room 2 (A can be before B, B can
be before A, A and B can be
independently performed)
External vs.
Internal
External Outside of project team's control.
Based on relationship of project
activities outside project
Testing activity in a software
project can be dependent on the
delivery of hardware from an
external source
Internal Within project team´s control.
Based on relationship between
project activities
A â Questionnaire (draft); B -
Questionnaire (translation)
94. 94
[Insert your
logo here]
Activity Sequencingâ Tools and Techniques
⢠Precedence diagramming method (PDM)
is a method of constructing a project
network diagram that uses boxes or
rectangles to represent the activities and
connects them with arrows that show the
dependencies.
⢠Arrow diagramming method uses arrows
to represent the activities and connects
them at nodes to show their dependencies.
⢠Network templates can be used to expedite
the preparation of project network diagrams.
They can include an entire project or only a
portion of it.
Start
A
ED
Finish
CB
F
Start Finish
A
B
C
F
E
D
95. 95
[Insert your
logo here]
Activity Sequencingâ Outputs
⢠Project networks diagrams are schematic
displays of the project´s activities and the
logical relationships (dependencies) among
them (see slide 16).
⢠Activity list updates. Project network
diagrams may reveal instances where an
activity must be divided or otherwise
redefined to diagram to correct logical
relationships.
96. 96
[Insert your
logo here]
Activity Duration Estimating â taking information on project scope
and resources and developing durations for input to schedule
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Activity list
⢠Constraints
⢠Assumptions
⢠Resource
requirements
⢠Resource capabilities
⢠Historical information
⢠Identified risks
TOOLS AND
TECHNIQUES
⢠Expert judgement
⢠Analogues estimating
⢠Quantitatively based
durations
⢠Reserve time
OUTPUTS
⢠Activity durations
estimates
⢠Basis of estimates
⢠Activity list updates
97. 97
[Insert your
logo here]
Activity Duration Estimates â Inputs
⢠Activity list is a documented tabulation
which includes all activities that will be
performed on the project.
⢠Constraints â factors that will limit the project
managements team´s options (imposed dates
or key events and milestones).
⢠Assumptions â are factors that, for planning
purposes, are considered to be true, real, or
certain.
⢠Resource capabilities. The duration of most
activities will be influenced by the capabilities
of the people and material resources
assigned to them.
⢠Resource requirements. The duration of
most activities will be influenced by the
resources assigned to them.
⢠Historical information. Activities that were
required on previous, similar projects may
have information on durations of them.
⢠Identified risks. The project team considers
information on identified risks when producing
estimates of activity durations, since risks can
have an influence on duration.
98. 98
[Insert your
logo here]
Activity Duration Estimates â Tools and Techniques
⢠Expert judgement. Durations are often
difficult to estimate because of the number of
factors that influence them. Expert judgement
is required to assess the inputs to this
process.
⢠Analogous estimating means using the
actual duration of a previous, similar activity
as the basis for estimating the duration of a
future one.
⢠Reserve time. Projects teams may choose to
incorporate an additional time frame
(contingency reserve, time buffer, etc.) that
should be added to the activity duration as
recognition of schedule risk.
⢠Quantitatively based durations. The
quantities to be performed for each specific
work category (e.g. number of drawings)
defined by the engineering/design effort,
when multiplied by the productivity unit rate
(e.g. hours per drawing) can be used to
estimate activity durations.
99. 99
[Insert your
logo here]
Activity Duration Estimates â Outputs
⢠Activity duration estimates are quantitative
assessments of the likely number of work
periods that will be required to complete an
activity.
⢠Basis of estimates. Assumptions made in
developing the estimates must be
documented.
⢠Activity list updates include activity
attributes and assumptions made in
developing the activity duration estimates.
100. 10
0
[Insert your
logo here]
Schedule Development â determining start and finish dates for
project activities
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Project network
diagrams
⢠Activity duration
estimates
⢠Resource
requirements
⢠Calendars
⢠Constraints
⢠Assumptions
⢠Risk management
plan
TOOLS AND
TECHNIQUES
⢠Schedule network
analysis
⢠Critical path analysis
⢠Schedule
compression
OUTPUTS
⢠Project schedule
⢠Supporting detail
⢠Schedule
management
⢠Resource
requirements
updates
101. 10
1
[Insert your
logo here]
Schedule Development â Inputs
⢠Project networks diagrams are schematic
displays of the project´s activities and the
logical relationships (dependencies) among
them (see slide 16).
⢠Activity duration estimates are quantitative
assessments of the likely number of work
periods that will be required to complete an
activity.
⢠Resource requirements. The duration of
most activities will be influenced by the
resources assigned to them.
⢠Calendars. Project and resource calendars
identify when work is allowed. A five-day
workweek is an example of calendar usage.
⢠Constraints â factors that will limit the project
managements team´s options (imposed dates
or key events and milestones).
⢠Assumptions are factors that, for planning
purposes, are considered to be true, real, or
certain.
⢠Risk management plan describes how risk
identification, qualitative and quantitative
analysis, response planning, monitoring, and
control will be structured and performed
during the project life cycle.
102. 10
2
[Insert your
logo here]
Schedule Development â Tools and Techniques
⢠Schedule network analysis â graphic
representation of the project´s activities, the
time it takes to complete them, and the
sequence in which they must be done.
Project management software is typically
used to create Gannt and PERT charts.
⢠Critical Path Analysis â process of looking
at all of the activities that must be completed,
and calculating the âbest lineâ â or critical
path â to take so that you´ll complete the
project in the minimum amount of time.
⢠Schedule compression helps shorten the
total duration of a project by decreasing the
time allotted for certain activities. It's done so
that you can meet time constraints, and still
keep the original scope of the project. Two
methods:
⢠Crashing â this is where you assign
more resources to an activity, thus
decreasing the time it takes to
complete it.
⢠Fast-tracking â this involves
rearranging activities to allow more
parallel work.
103. 10
3
[Insert your
logo here]
AGantt chart is one of the most popular and useful ways of
showing activities (tasks or events) displayed against time
Gantt charts:
⢠assess how long a project should take,
⢠determine the resources needed,
⢠plan the order in which tasks should be
completed
⢠manage the dependencies between tasks.
URL: https://www.mindtools.com/pages/article/newPPM_03.htm
104. 10
4
[Insert your
logo here]
APERT chart is a project management tool used to schedule,
organize, and coordinate tasks within a project
A PERT (Program Evaluation Review Technique)
chart presents a graphic illustration of a project
as a network diagram consisting of numbered
nodes (either circles or rectangles) representing
events, or milestones in the project linked by
labelled vectors (directional lines) representing
tasks in the project. The direction of the arrows
on the lines indicates the sequence of tasks.
URL: http://searchsoftwarequality.techtarget.com/definition/PERT-chart
105. 10
5
[Insert your
logo here]
The critical path is defined as the series of activities that have
zero float
The essential technique is to construct a model
of the project that includes the following:
⢠A list of all activities required to complete the
project.
⢠The time that each activity will take to
completion.
⢠The dependencies between the activities
Using this information, critical path analysis
calculates:
⢠The longest path of planned activities to the
end of the project.
⢠The earliest and latest that each activity can
start and finish without making the project
longer.
106. 10
6
[Insert your
logo here]
Schedule Development â Outputs
⢠Project schedule includes at least planned
start and expected finish dates for each
activity. May be represented in summary form
or in detail, usually graphically using one of
the following formats:
⢠Project network diagrams
⢠Bar charts
⢠Milestone charts
⢠Supporting detail for the project schedule
includes documentation of all identified
assumptions and constraints.
⢠Schedule management plan defines how
changes to the schedule will be managed.
⢠Resource requirements updates may have
a significant effect on preliminary estimates of
resource requirements.
107. 10
7
[Insert your
logo here]
Schedule Control â monitoring the status of and managing
changes to the schedule baseline
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Project schedule
⢠Performance reports
⢠Change requests
⢠Schedule
management plan
TOOLS AND
TECHNIQUES
⢠Schedule change
control system
⢠Performance
measurement
⢠Additional planning
⢠Project management
software
⢠Variance analysis
OUTPUTS
⢠Schedule updates
⢠Corrective action
⢠Lessons learned
108. 10
8
[Insert your
logo here]
Schedule Control â Inputs
⢠Project schedule, called schedule baseline,
provides the basis for measuring and
reporting schedule performance.
⢠Performance reports provide information on
schedule performance, such as which
planned dates have been met and which
have not.
⢠Change requests may require extending the
schedule or may allow accelerating it.
⢠Schedule management plan defines how
changes to the schedule will be managed.
109. 10
9
[Insert your
logo here]
Schedule Control â Tools and Techniques
⢠Schedule change control system defines
the procedures by which the project schedule
may be changed.
⢠Performance measurement helps to assess
the magnitude of any variations that do occur.
Optimal performance is sustainably achieving
multiple, often conflicting, objectives under
changing conditions.
⢠Additional planning. Prospective changes
may require new or revised activity duration
estimates, modified activity sequences.
⢠Project management software is widely
assist with schedule development (SAP, in-
STEP Blue, etc.).
⢠Variance analysis. Comparing target dates
with the actual/forecast start and finish dates
provides useful information for the detection
of deviations and for implementing of
corrective solutions in case of delays.
110. 11
0
[Insert your
logo here]
Schedule Control â Outputs
⢠Schedule updates â any modifications to the
schedule information that is used to manage
the project. Revisions are changes to the
schedule start and finish dates in the
approved project schedule.
⢠Corrective actions is anything done to bring
expected future schedule performance in line
with the project plan.
⢠Lessons learned. The causes of variances,
the reasoning behind the corrective action
chosen should be documented, so that they
become part of historical database.
111. âTime management is an oxymoron. Time is
beyond our control, and the clock keeps
ticking regardless of how we lead our lives.
Priority management is the answer to
maximizing the time we have.â
John C. Maxwell
Leadership Expert, Speaker, Author
112. 11
2
[Insert your
logo here]
Project Management books
⢠Project Management Institute (2013): A
Guide to the Project Management Body of
Knowledge: PMBOK Guide, 5th Edition.
Pennsylvania: New York: Project Mgmt Inst.
⢠Stephen Barker, Rob Cole (2012): Brilliant
Project Management: What the Best Project
Managers Know, Do, and Say, 3rd Edition.
Edinburgh Gate: Pearson.
⢠Eric Verzuh (2012): The Fast Forward MBA
in Project Management. New Jersey: John
Wiley & Sons.
⢠Terry Schmidt (2009): Strategic Project
Management Made Simple â Practical Tools
for Leaders and Teams. New Jersey: John
Wiley & Sons.
⢠Harold Kerzner (2013): Project Management:
a Systems Approach to Planning, Scheduling,
and Controlling, 11th Edition. New Jersey:
John Wiley & Sons.
⢠Scott Berkun (2008): Making Things Happen:
mastering Project Management. Sebastopol:
O´Reilly Media Inc.
113. 11
3
[Insert your
logo here]
Key Takeaways
⢠Project Time Management includes the processes required to ensure timely completion of the
project.
⢠Time management planning should be carried out with the input of the project team that is going to
actually do the work.
⢠The processes involved in Time Management are define activities, sequence activities, estimate
activity durations, develop schedule, control schedule.
⢠Activity Definition â identifying the specific tasks needed to be done in order to produce the project´s
deliverables.
⢠Activity Sequencing â sequencing activities according their dependencies, identifying and
documenting logical relationships.
⢠Activity Duration Estimating â taking information on project scope and resources and developing
durations for input to schedule.
⢠Schedule Development â determining start and finish dates for project activities.
⢠Schedule Control â monitoring the status of and managing changes to the schedule baseline.
116. 11
6
[Insert your
logo here]
In this course you will be introduced to project quality
management
By the end of this session you should be
able:
⢠to have an understanding of what quality is;
⢠to understand what project quality
management is;
⢠to have an awareness of processes involved;
⢠to understand how to use tools and
techniques required for each of processes.
117. 11
7
[Insert your
logo here]
Table of Contents
⢠What is QUALITY?
1
⢠What is project QUALITY
management?2
⢠QUALITY planning
3
⢠QUALITY assurance
4
⢠QUALITY control
5
⢠PROJECT examples
6
⢠PROJECT
MANAGEMENT books7
118. âQuality in a service or product is not what
you put into it. It is what the client or
customer gets out of it.â
Peter Drucker
American management consultant,
Professor, and Author
119. 11
9
[Insert your
logo here]
Quality means the totality of characteristics of an entity that bear
on its ability to satisfy stated or implied needs
⢠According to the International Organization
for Standardization (ISO), quality is âthe
degree to which a set of inherent
characteristics fulfill requirements.â
⢠The requirements of a product or process can
be categorized or given a grade that will
provide a basis for comparison.
⢠The quality is determined by how well
something meets the requirements of its
grade.
120. 12
0
[Insert your
logo here]
Project quality management is all of the processes and activities
needed to determine and achieve project quality
⢠Project Quality includes the processes
required to ensure that the project will satisfy
the needs for which it was undertaken.
⢠The processes involved are:
⢠Quality Planning
⢠Quality Assurance
⢠Quality Control
⢠These processes interact with each other and
with processes in the other knowledge areas.
121. 12
1
[Insert your
logo here]
Quality Planning â identifying which quality standards are
relevant to the project and determining how to satisfy them
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Quality policy
⢠Scope statement
⢠Product description
⢠Standards and
regulations
⢠Other process
outputs
TOOLS AND
TECHNIQUES
⢠Benefit/cost analysis
⢠Benchmarking
⢠Flow-charting
⢠Design of
experiments
⢠Cost of quality
OUTPUTS
⢠Quality management
plan
⢠Operational
definitions
⢠Checklists
⢠Inputs to other
processes
122. 12
2
[Insert your
logo here]
Quality Planning â Inputs
⢠Quality policy is the overall intentions and
direction of an organization with regard to
quality, as formally expressed by top
management. The quality policy of the
performing organization can be adopted âas
itâ for use by the project.
⢠Scope statement is key input to quality
planning since it documents major projects
deliverables, as well as the project objectives
that serve to define important stakeholder
requirements.
⢠Product description will often obtain details
of technical issues and other concerns that
may affect quality planning.
⢠Standards and regulations. The project
management team must consider any
application area-specific standards or
regulations that may affect the project.
⢠Other process outputs. In addition to the
scope statement and product description,
processes in other knowledge areas may
produce outputs that should be considered as
part of quality planning.
123. 12
3
[Insert your
logo here]
Quality Planning â Tools and Techniques
⢠Benefit/cost analysis. The primary benefit of
meeting quality requirements is less rework,
which means higher productivity, lower costs,
and increased stakeholder satisfaction.
⢠Benchmarking involves comparing actual or
planned project practices to those of other
projects to generate ideas for improvement
and to provide a standard by which to
measure a performance.
⢠Flow chart is any diagram that shows how
various elements of a system relate.
Flowcharting techniques commonly used in
quality management include:
⢠Cause-effect diagrams
⢠System or process flow charts
⢠Design of experiments is a structured,
planned method, which is used to find the
relationship between different factors that
affect a project and the different outcomes of
the project.
⢠Cost of quality refers to the total cost of all
efforts to achieve product or service quality,
and includes all work to ensure conformance
to requirements, as well as all work resulting
from non-conformance to requirements:
⢠Prevention costs
⢠Appraisal costs
⢠Failure costs
124. 12
4
[Insert your
logo here]
Cost-benefit analyses are performed when there is a change that
is pending to ensure the benefits from changes outweigh the costs
⢠A cost-benefit analysis is a study to determine
the relationships between the benefits and
the costs of changes to processes, policies
and procedures.
⢠The costs should be stated in financial units.
How to use?
Step 1: determine all costs associated with the
processes affected by a proposed change.
Step 2: have these costs validated by accounting
staff or by the appropriate financial group.
Step 3: identify the changes to the processes
and calculate the costs to execute the new
process going forward.
Step 4: determine the costs of implementing the
changes to the process.
Step 5: calculate the benefits projected from
making these changes.
Step 6: determine the cost-benefit ratio: divide
the total of the projected benefits by the total
costs. A higher the ratio of benefits to costs
indicates a positive change.
Step 7: communicate to management to obtain
approval and implement the changes.
Step 8: periodically assess and calculate
whether the benefits and costs forecasted were
realized and recalculate the cost-benefit analysis.
125. 12
5
[Insert your
logo here]
System or process flow charts show how various elements of a
system interrelate
⢠The main reason of using process flowchart
is to show the sequential order of the
separate steps of the process.
⢠Procedures may be an acceptable way to
document processes provided they describe
inputs and outputs, appropriate
responsibilities, controls and resources
needed to satisfy project requirements.
Project Management Institute. A Guide to the Project Management Body of Knowledge: PMBOK
Guide, 5th Edition. Newtown Square, Pennsylvania. Project Management Institute, 2013, p. 100
Sample Process Flowchart
126. 12
6
[Insert your
logo here]
Cause-and-effect Diagram identifies many possible causes for
an effect or problem and sorts ideas into useful categories
1. Agree on a problem statement.
2. Brainstorm major categories of causes of the
problem.
3. Brainstorm all the possible (primary) causes
of the problem (they can relate to major
categories).
4. Brainstorm secondary causes branching off
the causes.
5. Focus on areas where ideas are few.
Equipment Process People
Effect
Materials Environment Management
Primary Cause
Secondary
Cause
127. 12
7
[Insert your
logo here]
Design of experiments allows for multiple input to ne manipulated
determining their effect on a desired output (response)
Use design of experiment when more than one
input factor is suspected of influencing an output.
How to use?
⢠Acquire a full understanding of the inputs and
outputs being investigated. A process flow
diagram or process map can be helpful.
⢠Determine the appropriate measure for the
output. A variable measure is preferable.
⢠An experimental plan is produced which tells
the experimenter where to set each test
parameter for each run of the test
⢠The response is then measured for each run.
⢠The method of analysis is to look for
differences between response (output)
readings for different groups of the input
changes.
⢠These differences are then attributed to the
input variables acting alone (called a single
effect) or in combination with another input
variable (called an interaction).
Design of experiment PDCA:
⢠PLAN â form a hypothesis and create an experimental
design.
⢠DO â test the hypothesis.
⢠CHECK â verify the replicability of the experiment.
⢠ACT â make this proven hypothesis a part of standard.
128. 12
8
[Insert your
logo here]
Quality Planning â Outputs
⢠Quality management plan should describe
how the project management team will
implement its quality policy. It provides input
to the overall project plan, and must address
quality control, quality assurance, and quality
improvement for the project.
⢠Operational definitions describe, what
something is and how it is measured by the
quality control process (e.g. it is enough to
say that meeting the planned schedule dates
is a measure of management quality; it is also
must be indicated whether every activity must
start and finish on time, whether individual
activities will be measured, or only certain
ones, etc.).
⢠Checklist is a structured tool, usually item
specific, used to verify that a set of required
steps has been performed. Many
organizations have standardized checklists
available to ensure consistency in frequently
performed tasks.
⢠Inputs to other processes. The quality
planning process may identify a need for
further activity in another area.
129. 12
9
[Insert your
logo here]
QualityAssurance â evaluating overall project performance on a regular
basis to provide confidence that the project will satisfy the relevant quality
standards
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Quality management
plan
⢠Results of quality
control
measurements
⢠Operational
definitions
TOOLS AND
TECHNIQUES
⢠Quality planning tools
and techniques
⢠Quality audits
OUTPUTS
⢠Quality improvement
130. 13
0
[Insert your
logo here]
QualityAssurance â Inputs
⢠Quality management plan should describe
how the project management team will
implement its quality policy. It provides input
to the overall project plan, and must address
quality control, quality assurance, and quality
improvement for the project.
⢠Results of quality measurements are
records of quality control testing and
measurement in a format for comparison and
analysis .
⢠Operational definitions describe, what
something is and how it is measured by the
quality control process.
131. 13
1
[Insert your
logo here]
QualityAssurance â Tools and Techniques
⢠Quality planning tools and techniques can
be used for quality assurance as well:
⢠Benefit/cost analysis
⢠Benchmarking
⢠Flow-charting
⢠Design of experiments
⢠Cost of quality
⢠Quality audit is a structured review of other
quality management activities. The objective
is to identify lessons learned that can improve
performance of this project or of other
projects within the performing organization.
132. 13
2
[Insert your
logo here]
QualityAssurance â Outputs
⢠Quality improvement includes taking action
to increase the effectiveness and efficiency of
the project to provide added benefits to the
project stakeholders. In most cases,
implementing quality improvements will
require preparation to change requests or
taking of corrective action.
133. 13
3
[Insert your
logo here]
Quality Control â monitoring specific project results to determine if they
comply with relevant quality standards and identifying ways to eliminate
causes of unsatisfactoryresults
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Work results
⢠Quality management
plan
⢠Operational
definitions
⢠Checklists
TOOLS AND
TECHNIQUES
⢠Inspection
⢠Control charts
⢠Pareto diagrams
⢠Statistical sampling
⢠Flow-charting
⢠Trend analysis
OUTPUTS
⢠Quality improvement
⢠Acceptance
decisions
⢠Rework
⢠Completed checklists
⢠Process adjustments
134. 13
4
[Insert your
logo here]
Quality Control â Inputs
⢠Work results are the outcomes of the
activities performed to accomplish project and
include both process and product results .
Information about the planned or expected
results (from the project plan) should be
available along with information about the
actual results.
⢠Quality management plan should describe
how the project management team will
implement its quality policy. It provides input
to the overall project plan, and must address
quality control, quality assurance, and quality
improvement for the project.
⢠Operational definitions describe, what
something is and how it is measured by the
quality control.
⢠Checklist is a structured tool, usually item
specific, used to verify that a set of required
steps has been performed. Many
organizations have standardized checklists
available to ensure consistency in frequently
performed tasks.
135. 13
5
[Insert your
logo here]
Quality Control â Tools and Techniques
⢠Inspection includes activities such as
measuring, examining, and testing
undertaken to determine whether results
conform to requirements. Inspection may be
conducted at any level.
⢠Control charts are graphic display of the
results, over time, of a process. They are
used to determine if the process is âin
controlâ.
⢠Pareto diagram is a histogram, ordered by
frequency of occurrence, that shows how
many results were generated by type or
category of identified cause.
⢠Statistical sampling involves choosing part
of population of interest of inspection (e.g.
selecting 10 engineering drawings at random
from a list of 80).
⢠Flow chart shows how various elements of a
system relate (cause-effect diagrams, system
or process flow charts) and is used in quality
control to help analyze how problems occur.
⢠Trend analysis involves using mathematical
techniques to forecast future outcomes based
on historical events.
136. 13
6
[Insert your
logo here]
Pareto chart is used to graphically summarize and display the
relative importance of the differences between groups of data
⢠Decide what categories you will use to group
items;
⢠Decide what measurement is appropriate.
Common measurements are frequency,
quantity, cost and time.
⢠Decide what period of time the chart will
cover.
⢠Collect the data, recording the category each
time.
⢠Subtotal the measurements for each
category.
⢠Determine the appropriate scale for the
measurements you have collected.
⢠Construct and label bars for each category.
Example shows how many customer complaints
were received in each of five categories.
Nancy R. Tagueâs (2005): The Quality Toolbox, Second Edition.
ASQ Quality Press, p. 376.
137. 13
7
[Insert your
logo here]
Quality Control â Outputs
⢠Quality improvement includes taking action
to increase the effectiveness and efficiency of
the project to provide added benefits to the
project stakeholders.
⢠Acceptance decisions. The items inspected
will be either accepted or rejected (may
require rework).
⢠Rework is action taken to bring a defective or
nonconforming item into compliance with
requirements or specifications .
⢠Completed checklists. If checklists are
used, the should become part of the project´s
records.
⢠Process adjustments involve immediate
corrective or preventive action as a result of
quality control measurements.
138. âProductivity and efficiency can be achieved
only step by step with sustained hard work,
relentless attention to details and insistence
on the highest standards of
quality and performanceâ
Jehangir Ratanji Dadabhoy Tata
French-born Indian Aviator,
Business Tycoon
139. 13
9
[Insert your
logo here]
Project Management books
⢠Project Management Institute (2013): A
Guide to the Project Management Body of
Knowledge: PMBOK Guide, 5th Edition.
Pennsylvania: New York: Project Mgmt Inst.
⢠Stephen Barker, Rob Cole (2012): Brilliant
Project Management: What the Best Project
Managers Know, Do, and Say, 3rd Edition.
Edinburgh Gate: Pearson.
⢠Eric Verzuh (2012): The Fast Forward MBA
in Project Management. New Jersey: John
Wiley & Sons.
⢠Terry Schmidt (2009): Strategic Project
Management Made Simple â Practical Tools
for Leaders and Teams. New Jersey: John
Wiley & Sons.
⢠Harold Kerzner (2013): Project Management:
a Systems Approach to Planning, Scheduling,
and Controlling, 11th Edition. New Jersey:
John Wiley & Sons.
⢠Scott Berkun (2008): Making Things Happen:
mastering Project Management. Sebastopol:
O´Reilly Media Inc.
140. 14
0
[Insert your
logo here]
Key Takeaways
⢠Quality means the totality of characteristics of an entity that bear on its ability to satisfy stated or
implied needs.
⢠Project quality management is all of the processes and activities needed to determine and achieve
project quality.
⢠Project Quality includes the processes required to ensure that the project will satisfy the needs for
which it was undertaken: Quality Planning, Quality Assurance, Quality Control.
⢠Quality Planning â identifying which quality standards are relevant to the project and determining how
to satisfy them.
⢠Quality Assurance â evaluating overall project performance on a regular basis to provide confidence
that the project will satisfy the relevant quality standards.
⢠Quality Control â monitoring specific project results to determine if they comply with relevant quality
standards and identifying ways to eliminate causes of unsatisfactory results.
143. 14
3
[Insert your
logo here]
In this course you will be introduced to project human resource
management
By the end of this session you should be
able:
⢠to have an understanding of what project
human resource management is;
⢠to understand which activities are performed;
⢠to understand which processes are required
for project human resource management;
⢠to have an awareness of which tools can be
used for project human resource
management and how to use them.
144. 14
4
[Insert your
logo here]
Table of Contents
⢠PROJECT human
resource management1
⢠Organizational PLANNING
2
⢠STAKEHOLDER analysis
3
⢠STAFF acquisition
4
⢠TEAM development
5
⢠TUCKMAN´s model of
group development6
⢠PROJECT examples
7
⢠PROJECT
MANAGEMENT books8
145. âComing together is a beginning.
Keeping together is progress.
Working together is success.â
Henry Ford
American Industrialist,
Founder of The Ford Motor Company
146. 14
6
[Insert your
logo here]
Project Human Resource Management includes the processes
to make the most effective use of the people involved
⢠The purpose of Project Human Resource
Management is to ensure that the project has
sufficient human resources, with the correct
skill set and experience, for the project to be
successfully completed.
⢠The processes involved are:
⢠Organizational Planning
⢠Staff Acquisition
⢠Team Development
⢠These processes interact with each other and
with processes in the other knowledge areas.
147. 14
7
[Insert your
logo here]
ProjectTime Management includes the processes to make the
most effective use of the people involved with the project
Process Project Group Key Deliverables
Organizational Planning Planning Human Resource (HR) Plan
Staff Acquisition
Execution
Project Staff Assignments
Team Development Team Performance Assessments
⢠Projects require specialized resources with the skills, competencies and experience to fill a variety
of critical roles.
⢠Some of the many topic include:
⢠Leading, communicating, negotiating, and others;
⢠Delegating, motivating, coaching, mentoring, and the other subjects related to dealing with individuals;
⢠Team building, dealing with conflict, and other subjects related to dealing with groups;
⢠Performance appraisal, recruitment, retention, labor relations, health and safety regulations, and other subjects related to
administrating the human resource function.
148. 14
8
[Insert your
logo here]
Organizational Planning â identifying, documenting, assigning
project roles, responsibilities, reporting relationships
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Project interfaces
⢠Staffing requirements
⢠Constraints
TOOLS AND
TECHNIQUES
⢠Templates
⢠Human resource
practices
⢠Organizational theory
⢠Stakeholder analysis
OUTPUTS
⢠Role and
responsibility
assignments
⢠Staffing management
plan
⢠Organizational chart
⢠Supporting detail
149. 14
9
[Insert your
logo here]
Organizational Planning â Inputs
⢠Project interfaces include:
⢠Organizational interfaces â formal
and informal reporting relationships
among different organizational units;
⢠Technical interfaces â formal and
informal reporting relationships
among different technical
disciplines;
⢠Interpersonal interfaces â formal
and informal reporting relationships
among different individuals working
on the project.
⢠Staffing requirements define what kinds of
competencies are required from what kind of
individuals or groups and in what time
frames. Staffing requirements are a subset of
overall resource requirements.
⢠Constraints are factors that limit the project
team´s options. Common factors that may
constrain how the team is organized include:
⢠Organizational structure of the
performing organization;
⢠Collective bargaining agreements;
⢠Preferences of the project
management team;
⢠Expected staff assignments.
150. 15
0
[Insert your
logo here]
Organizational Planning â Tools and Techniques
⢠Templates. Using the role and responsibility
definitions or reporting relationships of a
similar project can help expedite the process
of planning.
⢠Human resource practices. Many
organizations have a variety of policies,
guidelines, and the procedures that can help
with planning.
⢠Organizational theory, which describes how
organizations can be structured, could be
used for organizational planning.
⢠Stakeholder analysis. The identification of
stakeholders and the needs of the various
stakeholders should be analysed to ensure
that their needs will be met.
151. 15
1
[Insert your
logo here]
Stakeholder analysis is the technique used to identify the key
people who have to be won over
The benefits of using stakeholder-based approach
are that:
⢠You can use the opinions of the most powerful
stakeholders to shape your projects at an early
stage;
⢠Gaining support from powerful stakeholders
can help you to win more resources;
⢠By communicating with stakeholders early and
frequently, you can ensure that they fully
understand what you are doing and
understand the benefits of your project.
⢠You can anticipate what people´s reaction to
your project may be, and build into your own
plan the actions that will win people´s support.
Identify Prioritize Understand
152. 15
2
[Insert your
logo here]
Step 1 â identify your stakeholders; Step 2 â prioritize your
stakeholders; Step 3 â understand your key stakeholders
Step 1 â to brainstorm who your stakeholders are
â to think of all people:
⢠Who are affected by your work,
⢠Who have influence or power over it,
⢠Who have an interest in its successful or
unsuccessful conclusion.
Step 2 â to map stakeholders and classify them
by their power and by their interest.
Step 3 â to know more about stakeholders (a
good way to do it is to talk to them directly).
Keep
satisfied
Keep
informed
Monitor
(minimum
effort)
Manage
closely
Interest
Power
Low
Low
High
High
153. 15
3
[Insert your
logo here]
Step 3 â understand your key stakeholders
Key questions that can help you to understand your stakeholders:
⢠What financial or emotional interest do they have in the outcome of your work?
⢠What motivates them most of all?
⢠What information do they want from you?
⢠What is the best way of communicating your message to them?
⢠What is their current opinion of your work?
⢠Who influences their opinions generally, and who influences their opinion of you?
⢠If they are not likely to be positive, what will win them around to support your project?
⢠If you don't think you will be able to win them around, how will you manage their opposition?
⢠Who else might be influenced by their opinions?
154. 15
4
[Insert your
logo here]
Organizational Planning â Outputs
⢠Role and responsibilities assignments.
Project roles and responsibilities must be
assigned to the appropriate project
stakeholders. Project roles and
responsibilities should be closely linked to the
project scope definition.
⢠Staffing management plan describes when
and how human resources will be brought
onto and taken off the project team.
⢠Organization chart is any graphic display of
project reporting relationships.
⢠Supporting detail usually includes:
⢠Job descriptions;
⢠Training needs, etc.
Project
Manager
Hardware
Leader
Software
Leader
Production
Leader
Engineer 1
Engineer 2
Engineer 3
Programmer 1
Programmer 2
Line Leader 1
Line Leader 1
Line Leader 1
Project Organization Chart
155. 15
5
[Insert your
logo here]
Aresponsibility assignment matrix (RAM) is often used to link
roles and responsibilities to the project scope definition
Output â Role and responsibilities
assignments
⢠High level RAM can define which
particular team is responsible for
each component of the work
breakdown structure ď
⢠Lower level RAM is used within the
group to assign roles and
responsibilities for specific activities
to particular individuals ď
R â responsible for doing the work
A â accountable for the work being done
C â must be consulted for input
I â must be kept informed of progress and results
Funktion Project Sponsor Project Manager Developer Analyst
Project initiation R
Establish project plan R
Collate user requirement R
Define tech. requirements R
Develop software tools R
Test software R
Install Software R
Funktion Project Sponsor Project Manager Developer Analyst
Project initiation C A R
Establish project plan I A R C C
Collate user requirement I A I R
Define tech. requirements I A I R
Develop software tools I A R C
Test software I A C R
Install Software C A C R
156. 15
6
[Insert your
logo here]
StaffAcquisitionâ getting the human resources needed assigned
to and working on the project
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Staffing management
plan
⢠Staffing pool
description
⢠Recruitment
practices
TOOLS AND
TECHNIQUES
⢠Negotiations
⢠Preassignment
⢠Procurement
OUTPUTS
⢠Project staff assigned
⢠Project team
directory
157. 15
7
[Insert your
logo here]
StaffAcquisitionâ Inputs
⢠Staffing management plan describes when
and how human resources will be brought
onto and taken off the project team.
⢠Staffing pool description. When the project
management team is able to influence or
direct staff assignments, it must consider the
characteristics of the potentially available
staff. This includes for example:
⢠Previous experience;
⢠Availability;
⢠Competences and proficiency.
⢠Recruitment practices. Organizations
involved in the project may have policies,
guidelines or procedures governing staff
assignments.
158. 15
8
[Insert your
logo here]
StaffAcquisitionâ Tools and Techniques
⢠Negotiations. Staff assignments must be
negotiated on most projects (e.g. with
responsible functional managements, other
project managements teams).
⢠Preassignment. In some cases staff can be
preassigned to the project (e.g. when the
project is a result of competitive proposal, or
project is an internal project of the
organization).
⢠Procurement management can be used to
obtain the services of specific individuals and
groups to perform project activities.
159. 15
9
[Insert your
logo here]
StaffAcquisitionâ Outputs
⢠Project staff assigned. The project is staffed
when appropriate people have been assigned
(full time, part time).
⢠Project team directory lists all the project
team members and other stakeholders. May
be formal or informal, based on needs of the
project.
160. 16
0
[Insert your
logo here]
Team Development â developing individual and group
competencies to enhance project performance
Project Time
Management
Determine
Delivery dates
INPUTS
⢠Project staff
⢠Project plan
⢠Staffing management
plan
⢠Performance reports
⢠External feedback
TOOLS AND
TECHNIQUES
⢠Team-building
activities
⢠General
management skills
⢠Reward and
recognition
⢠Collocation
⢠Training
OUTPUTS
⢠Performance
improvements
⢠Input to performance
appraisals
161. 16
1
[Insert your
logo here]
Team Development â Inputs
⢠Project staff. The project is staffed when
appropriate people have been assigned.
⢠Project plan describes the technical context
within which team operates
⢠Staffing management plan describes when
and how human resources will be brought
onto and taken off the project team.
⢠Performance reports provide feedback to
the project team about performance against
the project plan.
⢠External feedback. The project team must
periodically measure itself against the
expectations of those outside the project.
162. 16
2
[Insert your
logo here]
Team Development â Tools and Techniques
⢠Team-building activities include actions
taken specifically and primarily to improve
team performance and interpersonal
relationships among key stakeholders.
⢠General management skills provide much
of the foundation for building project
management skills (e.g. leading,
communicating, negotiating, problem solving,
influencing the organisation).
⢠Reward and recognition systems are
formal management actions that promote or
reinforce desired behaviour. To be effective
such systems must make the link between
project performance and reward clear, explicit
and achievable.
⢠Collocation involves placing all (or almost) of
the most active project team members in the
same place to enhance their ability to perform
as a team (it makes communication easier,
engenders a sense of team identity).
⢠Training includes all activities designed to
enhance the competencies of the project
team. If the project team members lack
necessary management of technical skills,
such skills must be developed as part of the
project, or steps must be taken to restaff the
project appropriately.
163. 16
3
[Insert your
logo here]
Tuckman´s model describes the process of team development,
which consists of four stages
One of the most influential studies in team-building area is Tuckman´s group
model. This model states that the group development should occur in four
stages, which are necessary and inevitable in order for the team to grow, to
face up the changes, to work, and to deliver results.
FORMING
⢠Make contact and bonding
⢠Develop trust
⢠Establish base level
expectations
⢠Identify similarities
⢠Agree on common goals
STORMING
⢠Identify power and control
issues
⢠Gain skills in communication
⢠Identify resources
⢠Express differences od ideas
and opinions
⢠React to leadership
NORMING
⢠Members agree about roles
and processes
⢠Decisions are made through
negotiation and consensus
building
PERFORMING
⢠Achieve effective and
satisfying results
⢠Members find solutions to
problems using appropriate
controls
⢠Members work collaboratively
⢠Members care about each
other
⢠The group establishes a
unique identity
TASKS
BEHAVIORS
⢠Each step builds on the previous one.
⢠Each step prepares for the performing stage.
⢠Skipping any step effect performing negatively.
⢠With every new challenge, the process repeats.!