Project Management Introduction
Project Management – Introduction & Context – Spring 2021Michael D. Harper, Ph.D.Overview – Project Management – Spring 2021Fundamentals – PMBOK, 6th Edition>Knowledge Areas (10)Integration, Scope, Resource, Communications, StakeholderSchedule, Cost, Quality, Risk, Procurement, >Process Groups (5)Initiating, Planning, Executing, Monitoring & Controlling, Closing>Processes (49 Processes)>ITTOInputs, Tools, Techniques, OutputsEffective Project Management – Wysocki, 8th Edition>Project Landscape (Four Quadrants)Traditional, Agile, Extreme, Emertxe>Project Management Live Cycle (PMLC)PMLC Process Groups (5)Scope, Plan, Launch, Monitor & Control, ClosePMLC Processes (5)Scoping, Planning, Launching, Executing, ClosingPMLC Models/Types (5)Linear, Incremental, Iterative, Adaptive, ExtremeSummary of MaterialCourse TopicsSummary of MaterialPMBOK Guide, Part IOrganized aroundKnowledge AreasWysocki Text, Part IIOrganized aroundFive Basic Phases1. Overview & Context. PMBOK: Ch. 1-3Definitions, Ch. 1Environment, Ch. 2Project Manager, Ch. 3Wysocki: Ch. 1-52. Traditional: Qualitative. PMBOK: Part IIntegration, Ch. 4Scope, Ch. 5Resource, Ch. 9Communications, Ch. 10Stakeholder, Ch. 13Wysocki: Part IIScope, Ch. 6Plan, Ch. 7Launch, Ch. 8Execute, Ch. 9Close, Ch. 103. Traditional: Quantitative.PMBOK: Part ISchedule, Ch. 6Cost, Ch. 7Quality, Ch. 8Risk, Ch. 11Procurement, Ch. 12Wysocki: Part IIScope, Ch. 6Plan, Ch. 7Launch, Ch. 8Execute, Ch. 9Close, Ch. 104. Complex: Agile & Extreme.Wysocki: Part IIIComplex, Ch. 11Agile, Ch. 12Extreme, Ch. 135. Hybrid & ECPM. Wysocki: Ch. 14,15Fundamentals – PMBOK, 6th Edition“A Guide to the Project Management Body of Knowledge, PMBOK GUIDE, 6th Edition”PMBOK 6th EditionProject Management Knowledge Areas (10)Project Management Processes (49)Process Groups (5)#=Processes (49)InitiatingPlanningExecutingMonitoring &ControllingClosingKnowledge Areas (10)Integration123,45,67Scope1,2,3,45,6Schedule1,2,3,4,56Cost1,2,34Quality123Resource1,23,4,56Communications123Risk1,2,3,4,567Procurement123Stakeholder1234PMBoK Knowledge Areas Breakdown.KnowledgeAreaProcessProcess. . .ProcessITTOITTOITTO1. Inputs1. Inputs1. Inputs2. Tools and Techniques2. Tools and Techniques2. Tools and Techniques3. Outputs3. Outputs3. OutputsMajor Take-AwaysKnowledge Areas (10)IntegrationCharter, Project Plan, Integrated Change Control, Close ProjectScopeScope Statement, WBS (Work Breakdown Structure)ScheduleSchedule, Gantt, CPM, PERTCostBudget, EVM/EVA (Earned Value Management/Earned Value Analysis)QualityQuality Planning/Quality Assurance/Quality Control, 7 Basic ToolsResourceTeam Management, RAM (Responsibility Assignment Matrix), RACI ChartCommunicationsCommunications Plan, MeetingsRiskRisk & Utility, Risk Register, Risk ResponsesProcurementProcurement Management Plan, RFPStakeholderStakeholder Register, Stakeholder Engagement PlanEffective Project Management – Wysocki, 8th EditionProject Landscape & HPM (Hybrid Project Management) FrameworkProject Landscape SolutionClearSolutionNot ClearGoalNotClearEmertzeProjects(Q4)ExtremeProjects(Q3)GoalClearTraditionalProjects(Q1)AgileProjects(Q2)Traditional Project Landscape & Complex Project Landscape. . .HPM (Hybrid Project Management) FrameworkIdeationPhaseWhat will we do?↓Set-UpPhaseHow will we do it?↓ExecutionPhaseHow well did we do?Hybrid Project Management Model&Effective Complex Project Management. . .Project Management Life Cycle Models (PMLC Models)Project Types: PMLC Models: Traditional Project Models (TPM)TPM consists of Linear, IncrementalAgile Project Models (APM)APM consists of Iterative, AdaptiveExtreme Project Models (xPM)xPM consists of Extreme, Emertxe.Traditional:ScopePlanLaunchMonitor Close& Control.Agile:ScopePlanLaunchExecuteCloseCloseProjectIterations or Cycles.Extreme:ScopePlanLaunchExecuteCloseCloseProjectPhases. . .Project Management – IntroductionOverview“The art and science of transforming an idea into a product or service.”What is a project?“A project is a temporary endeavor undertaken to create a unique product or service.”What is project management?“Project management is the application of knowledge, skills, tools, and techniques to project activities that fulfills the project scope on time and within budget in order to meet or exceed stakeholder needs and expectations.”Project Management Organizational StructureProject, Program, Portfolio, PMOStakeholdersSponsor, Project Manager, Team Members, VendorsPMBoK (Project Management Body of Knowledge)Cycles, Phases, Process Groups, Knowledge Areas, ITTO.Project Management Checklist.Project Charter – Initiate the project.Project Scope Statement – Define the project.Integrated Change Control – Expect change & Plan for changeStakeholder Analysis – Define, Communicate, ValidateProject Management Plan – Plan, execute, control, and close the project.Project Management Extensions.Agile Project ManagementExtreme Project ManagementComplex, International, Sustainable, & Virtual ProjectsTypes of Projects.Event Project ManagementConstruction Project ManagementInformation Technology Project ManagementSystems Engineering Project ManagementUrban Planning Project ManagementGlobal Supply Chain Project Management. Project Management – Definitions“The art and science of transforming an idea into a product or service.”Origination of ideas for projects.Idea ProjectNeedOpportunityDirectiveNEEDOPPORTUNITYDIRECTIVEUse resources as neededUse resource if availableUse minimum resourcesUse most reliable solutionsUse innovative solutionsUse most direct solutionAchieve goal in minimum timeAchieve best goal possibleAchieve goal to just meet requirementsWhat is a project?“A project is a temporary endeavor undertaken to create a unique product or service.”Projects OngoingOperationsTimeUniquenessObjectivesProject vs. OperationsProjects?Ongoing OperationsTimeShort-termFixedSuccess?Long-termContinualResilientUniquenessDeliverableProcessStakeholdersTiming (Resources,Assets)?Family of Products/ServicesContinual ImprovementBusiness GoalsGrowthObjectivesStakeholder-focused?Business-focusedProject vs. OperationsLogistics for the next monthly board meetingvsLogistics for a week retreat in the mountains for the executive boardReplace light bulbs in conference room vsInstall new lighting in conference roomInsuring successful upgrade of software on all computersvsDevelop new software for inclusion in next product offeringEvaluate international vendor performancevsConduct international vendor searchFeasibilityCreate a summit conference on critical issues to your company of all industry leaders including your competitorsDesign and install conference room with leading edge lighting technologyDevelop artificial intelligence software to learn from users the best way to do their job and then implement learned behaviorExpand global influence of supply chain to effect political stability in host countriesWhat is project management?“Project management is the application of knowledge, skills, tools, and techniques to project activities that fulfills the project scope on time and within budget in order to meet or exceed stakeholder needs and expectations.”“Project management is theIntegration application of knowledge, skills, tools, and techniquesPMBOKFlexibility to project activities that fulfills the project scope on time and within budgetTriple ConstraintFocus in order to meet or exceed stakeholder needs and expectations.”Success.IntegrationFlexibilityFocus(PMBOK)(Triple Constraint)(Success)StakeholdersKnowledgeSkillsScopeNeedsToolsTechniquesTimeCostExpectations.Wysocki Scope TriangleRiskRisk-741680168910 ----------Time---------- 00 ----------Time---------- Scope& Quality-349885163195 ----------Cost---------- 00 ----------Cost---------- Risk-887095-23495 --------Resource & Availability-------- 00 --------Resource & Availability-------- RiskKey Project Management TermsProject Management Checklist.Project Charter – Initiate the project.Project Scope Statement – Define the project.Integrated Change Control – Expect change & Plan for changeStakeholder Analysis – Define, Communicate, ValidateProject Management Plan – Plan, execute, control, and close the project.Project Management Life Cycles – PMBoKTraditional Project ManagementScope Plan Launch Monitor & Control CloseProject Management Life Cycles – WysockiTraditional LinearTraditional IncrementalAgile IterativeAgile AdaptiveExtreme (Emertxe)Scope Plan Launch Monitor & Control Close Next Close .Life CyclesProject Life CycleActivity-1084580-70802600TimeProcessGroupsInitiatingPlanningExecuting & Monitoring & ControllingClosing44958001794192003609975179419200395763817935580071437526511300Product Life CycleActivityTimeStagesIntroductionGrowthMaturityDecline2600325698400198120063500013049256985006762766350003067050-444500Project1Project2Project3Project4Project5Project6Project7Project8Project Management – Organizational StructureGeneral Organizational StructureExecutive ManagementAdministrationFunctionalProjectProject Management StructureProject Management Office (PMO)PortfolioManagementProgramManagementProjectManagementFunctional Organizational ChartCEOHumanResourcesFinanceMarketingInformationTechnologyOperationsStaffStaffStaffStaffStaffStaffStaffStaffStaffStaffProject Organizational ChartCEOProjectManagerProjectManagerProjectManagerProjectManagerProjectManagerTeamMembersTeamMembersTeamMembersTeamMembersTeamMembersStaffStaffStaffStaffStaff Matrix Organizational ChartCEOProgramManagersFinanceMarketingInformationTechnologyOperationsProject ManagerStaffStaffStaffStaffProject ManagerStaffStaffStaffStaffMatrix Organizational Chart-101790537528500CEOProgramManagersFinanceMarketingInformationTechnologyOperations-1022359525000-533403238500Project Manager483235321945Authority00AuthorityStaffStaffStaffStaffProject ManagerStaffStaffStaffStaffOrganizational Authority & CoordinationProject Manager AuthorityLowHighCoordinationLowFunctionalProjectHighWeak MatrixStrong MatrixProject Management Office (PMO) – PMBoKProject Support Office (PSO) – WysockiA project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.A Project support office (PSO) is a temporary or permanent organizational unit that provides a portfolio of services to support project teams that are responsible for a specific portfolio of projects.Functional Organizational ChartCEOPSOHumanResourcesFinanceMarketingInformationTechnologyOperationsPSOStaffStaffStaffStaffStaffPSOStaffStaffStaffStaffStaffProject Organizational ChartCEOPSOProjectManagerProjectManagerProjectManagerProjectManagerProjectManagerPSOStaffStaffStaffStaffStaffPSOStaffStaffStaffStaffStaffStakeholdersA stakeholder is anyone or anything that is involved in, has interest in, or stands to gain or lose from a projectStakeholder Importance:supports definition of project expectationsfacilitates project execution and controlvalidates project successStakeholdersSponsorProject ManagerProject Team MembersVendorsCustomersCommunityEnvironmentEtc.---Key Stakeholder: Project ManagerThe project manager is responsible for all aspect of the project.Design and Planning. Internal Management & Coordination.External Communication & Representation.Project Manager Knowledge.Project Management Knowledgevs.Domain Knowledge.Project Manager munication SkillsNegotiation SkillsOrganization SkillsLeadership SkillsProblem Solving SkillsTeam Building Skills.Project Manager Characteristics.PersonalityExperience.PMBoK: Project Management Body of KnowledgeReference: A Guide to the Project Management Body of Knowledge, (PMBOK), 6th Edition, 2017, Project Management Institute, Inc., ISBN: 9781628251845PMBOK – Cycles, Phases, Process Groups, Knowledge Areas, ITTOCyclesProduct Life CycleIntroduction, Growth, Maturity, DeclineProject Life CycleInitiating, Planning, Executing, Monitoring, Controlling, ClosingPhasesProject Life Cycle Phases.Concept, Development, Implementation, Close-outProject Time Phases.Sequential, Overlapping, IterativeProduct Life Cycle Phases.Design, Prototype, Final AssemblyProcess groupsInitiating Process Group. Processes needed to start the project.Planning Process Group. Processes needed to determine what is to be done in the project.Executing Process Group. Processes needed to do the project.Monitoring and Controlling Process Group. Processes needed to manage the project.Closing Process Group. Processes needed to finalize the project when done.Knowledge areasProject Integration ManagementProject Scope ManagementProject Schedule ManagementProject Cost ManagementProject Quality ManagementProject Resource ManagementProject Communications ManagementProject Risk ManagementProject Procurement ManagementProject Stakeholder ManagementITTOInputs, Tools, Techniques, Outputs.PMBOK 6th Edition Project Management Knowledge Areas (10)Project Management Processes (49)Project Integration ManagementDevelop Project CharterDevelop Project Management PlanDirect and Manage Project WorkManage Project KnowledgeMonitor and Control Project WorkPerform Integrated Change ControlClose Project or PhaseProject Scope ManagementPlan Scope ManagementCollect RequirementsDefine ScopeCreate WBSValidate ScopeControl ScopeProject Schedule ManagementPlan Schedule ManagementDefine ActivitiesSequence ActivitiesEstimate Activity DurationsDevelop ScheduleControl ScheduleProject Cost ManagementPlan Cost ManagementEstimate CostsDetermine BudgetControl CostsProject Quality ManagementPlan Quality ManagementManage QualityControl QualityProject Resource ManagementPlan Resource ManagementEstimate Activity ResourcesAcquire ResourcesDevelop TeamManage TeamControl ResourcesProject Communications ManagementPlan Communications ManagementManage CommunicationsMonitor CommunicationsProject Risk ManagementPlan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk ResponsesImplement Risk ResponsesMonitor RisksProject Procurement ManagementPlan Procurement ManagementConduct ProcurementsControl ProcurementsProject Stakeholder ManagementIdentify StakeholdersPlan Stakeholder EngagementManage Stakeholder EngagementMonitor Stakeholder EngagementProject Management Process Groups (5)Chapter 3 (PMBOK 6th Edition)InitiatingPlanningExecutingMonitoring and ControllingClosingMonitoring and ControllingPlanningInitiatingClosingExecutingInterrelationship between:Project Management Knowledge Areas (10)Project Management Processes (49)Project Management Process Groups (5)Process Groups (5)#=Processes (49)InitiatingPlanningExecutingMonitoring &ControllingClosingKnowledge Areas (10)Integration123,45,67Scope1,2,3,45,6Schedule1,2,3,4,56Cost1,2,34Quality123Resource1,23,4,56Communications123Risk1,2,3,4,567Procurement123Stakeholder1234Major Take-AwaysKnowledge Areas (10)IntegrationCharter, Project Plan, Integrated Change Control, Close ProjectScopeScope Statement, WBS (Work Breakdown Structure)ScheduleSchedule, Gantt, CPM, PERTCostBudget, EVM/EVA (Earned Value Management/Earned Value Analysis)QualityQuality Planning/Quality Assurance/Quality Control, 7 Basic ToolsResourceTeam Management, RAM (Responsibility Assignment Matrix), RACI ChartCommunicationsCommunications Plan, MeetingsRiskRisk & Utility, Risk Register, Risk ResponsesProcurementProcurement Management Plan, RFPStakeholderStakeholder Register, Stakeholder Engagement PlanPMBoK Knowledge Areas Breakdown.KnowledgeAreaProcessProcess. . .ProcessITTOITTOITTO1. Inputs1. Inputs1. Inputs2. Tools and Techniques2. Tools and Techniques2. Tools and Techniques3. Outputs3. Outputs3. OutputsFor example, consider the structure of the Project Cost Management knowledge area.Project Cost ManagementPlan CostManagementEstimateCostsDetermineBudgetControlCostsITTOITTOITTOITTO1. Inputs1. Inputs1. Inputs1. Inputs2. Tools andTechniques2. Tools andTechniques2. Tools andTechniques2. Tools andTechniques3. Outputs3. Outputs3. Outputs3. Outputs. . .1017905-15494000Plan Cost ManagementInputs1. Project charter2. Project Management PlanSchedule management planRisk management plan3. Enterprise environmental factors4. Organizational process assetsTools & Techniques1. Expert judgment2. Data Analysis3. MeetingsOutputs1. Cost management plan. . . ................
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