37
Introduction to Project Management/ Project Life Cycle Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 5 th Edition, Project Management Institute Inc., © 2013

Project Management Introduction General PM lifecycles

Embed Size (px)

DESCRIPTION

 

Citation preview

Page 1: Project Management Introduction General PM lifecycles

Introduction to Project Management/ Project Life Cycle

Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 5th Edition, Project Management Institute Inc., © 2013

Page 2: Project Management Introduction General PM lifecycles

2COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

What is Project

“A project is a temporary endeavor undertaken to create a unique product, service, or result. “ PMBOK

The temporary does not mean it is short.It means a project has a definite beginning and end.

The end : the project’s objectives have been achieved the project is terminated because

End can be defined when customer, sponsor,or champion is satisfied or does not want to continue.

Page 3: Project Management Introduction General PM lifecycles

3COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

What is Project

Every project creates a unique tangible or intangible outcome which can be product, service, or result. It can also be an improvement in the existing product or service.

Page 4: Project Management Introduction General PM lifecycles

4COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Project Management Process Groups

Project management processes are categorized into five Process Groups: Initiating, Planning, Executing, Monitoring and Controlling, Closing.

Page 5: Project Management Introduction General PM lifecycles

5COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Project Management

Managing a project typically includes, but is not limited to: Identifying requirements; Managing stakeholders Balancing the competing project constraints, which

include, but are not limited to: Scope, Quality, Schedule, Budget, Resources, and Risks.

Page 6: Project Management Introduction General PM lifecycles

6COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Program Management

A program refers to group of related projects, subprograms, and program activities managed in acoordinated way to obtain benefits not available from managing them individually. A portfolio is defined as programs ,projects, sub-portfolios, and portfolio operations managed as a group to achieve strategic objectives. Projects of a program are related through the common outcome or collective capability.The projects or programs of the portfolio may not necessarily be interdependent or directly related

Page 7: Project Management Introduction General PM lifecycles

7COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Program and Portfolio Management

Projects within a program are related through the common outcome or collective capability. If the projects are related only since there is a

shared client, seller, technology, resource then these projects should be managed as a portfolio.

Programs may include elements of related work outside the scope of the discrete projects in the program.

A project may or may not be part of a program but a program will always have projects.

Page 8: Project Management Introduction General PM lifecycles

8COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Project and Statement of Work (SOW)

A project is “a temporary endeavor undertaken to create a unique product or service.”

A SOW is a narrative description of products or services to be supplied under contract.

Page 9: Project Management Introduction General PM lifecycles

9COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Project Management

“The application of knowledge, skills, tools and techniques

to project activities in order to meet or exceed stakeholder

needs

and expectations from a project.”

Page 10: Project Management Introduction General PM lifecycles

10COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Trends that Impact Environment of Projects

Team environment- location Contract PM and outsourcing Interpersonal skills Multinational- multicultural projects Dependence on technology Corporate globalization Massive mergers and reorganizations Flatter organizations Short-term results driven Organization’s established communications

channels

Page 11: Project Management Introduction General PM lifecycles

11COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

A Balanced Project

Time Cost

Scope

Quality

Page 12: Project Management Introduction General PM lifecycles

12COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Project Management Office (PMO)

PMO is a management structure that standardizes the project-related governance processes and facilitates. The involvement of a PMO to projects ranges, therefore there are three types of PMOs

Supportive • Has consultative role to projects• Supplies supplying templates, best practices, training, access to information and lessons learned from other projects.

Controlling • Provides specific rules for adaptation of frameworks or methodologies

Directive • Directly controls the projects.

Degree of Control

Low

High

Page 13: Project Management Introduction General PM lifecycles

13COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

What can be Differences between the role of projectmanagers and a PMO?

Please be ready to discuss

Page 14: Project Management Introduction General PM lifecycles

14COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Business Value

Business value is a concept that is unique to each organization. Business value is defined as the entire value of the business; the total sum of all tangible and intangible elements.

Whether an organization is a private, government agency or a nonprofit organization, all organizations focus on creating business value for their activities.

Page 15: Project Management Introduction General PM lifecycles

Interpersonal• Figurehead• Leader• LiaisonInformational Roles• Monitor• Disseminator• SpokespersonDecisional Roles• Entrepreneur• Resource Allocator• Disturbance Allocator• Negotiator

Role of Project Manager

Page 16: Project Management Introduction General PM lifecycles

16COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Skills of Project Manager Conflict Resolution Creativity and Flexibility Ability to Adjust to Change Good Planning Negotiation & Communication should have attitude of “win-win” Leadership, Team building, Motivation,

Communication, Influencing, Decision making, Political and cultural

awareness, Trust building, Conflict management, and Coaching.

Page 17: Project Management Introduction General PM lifecycles

17COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Contrast Projects and Operations

Projects Create own charter, organization, and goalsCatalyst for changeUnique product or serviceHeterogeneous teamsStart and end date

OperationsSemi-permanent charter,

organization, and goalsMaintains status quoStandard product or serviceHomogeneous teamsOngoing

Page 18: Project Management Introduction General PM lifecycles

18COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Common Pitfalls for Project Management

Unclear objectives Lack of senior management support Lack of effective project integration Inadequate funding Change in business priorities Original assumptions invalid Ineffective team Lack of effective communication processes Change of External Factors More?

Page 19: Project Management Introduction General PM lifecycles

19COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Potential Benefits of PM for the Organization

Improved control Improved project support opportunities Improved performance

Page 20: Project Management Introduction General PM lifecycles

20COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Potential Benefits of PM for You

Recognition of PM as a profession Future source of company leaders High visibility of project results Growth opportunities Build your reputation and network Portable skills and experience

Page 21: Project Management Introduction General PM lifecycles

21COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Key Concepts

Project phase: “A collection of phases related project activities from its start to the completion of a major deliverable.”

Product life cycle: The natural grouping of ideas, decisions, and actions into product phases, from product conception to operations to product phase-out.

Project Life Cycle

Page 22: Project Management Introduction General PM lifecycles

22COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Typical Cost and Staffing Levels Life Cycle

PMBOOK 2013

Page 23: Project Management Introduction General PM lifecycles

23COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Impact of Variable Based on Project Time

PMBOOK 2013

Page 24: Project Management Introduction General PM lifecycles

24COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Project Phases

A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables.

There is no single or correct way to define phases

Phase-to-Phase Relationships1. Sequential relationship2. Overlapping relationship.

Page 25: Project Management Introduction General PM lifecycles

25

Project Life Cycle- Example of a Single Phase Project

Initiation

Planning

Execution

Closing

Time

Monitoring and Controlling Processes

Page 26: Project Management Introduction General PM lifecycles

26COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Project Life Cycle Types

Predictive Life Cycles-(fully plan-driven)Iterative and Incremental Life CyclesAdaptive life cycles (also known as change-driven or agile methods)

Page 27: Project Management Introduction General PM lifecycles

Predictive Life Cycles-(fully plan-driven)

Plan

Design

Implement

Test

Time

Release

Concentrates on thorough, upfront planning of the entire project.Avoid changes, low customer interactionRequires a high degree of predictability to be effective.

Page 28: Project Management Introduction General PM lifecycles

28COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Planning

Analyzing

Designing

Small Release

Requirementt

Planning

Analyzing

Execution

Requirementt

Release n

Small Release n.....

..........

.....

.....Release 1

Bigger Release n

Iterative and Incremental Life Cycles

Execution

Designing

Page 29: Project Management Introduction General PM lifecycles

29COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

It is used for unpredictable / rapidly changing requirements

It is also iterative and incremental- but iterations are VERY FAST

Aim is to respond to high levels of change and ongoing stakeholder involvement.

It is ideal for exploratory projects (e.g. new product / service line development) in which requirements need to be discovered and new technology tested.

It requires active collaboration between the project team and customer representatives Real-time communication (prefer face-

to-face), very little written documentation

Adaptive life cycles (Agile Methods)

Page 30: Project Management Introduction General PM lifecycles

30COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

It helps to Minimize risk due short iterations

It requires Continuous integration, verification, and validation of the evolving product.

It embraces change It has high level of customer interaction and

provides frequent demonstration of progress to increase the likelihood that the end product will satisfy customer needs.

It helps to detect defects and problems as very early stages

Adaptive life cycles (Agile Methods)

Page 31: Project Management Introduction General PM lifecycles

Popular Agile PM Methods

CLIFFORD F. GRAY, ERIK W. LARSON, LARSON ERIK PROJECT MANAGEMENT: THE MANAGERIAL PROCESS 2011 BY MCGRAW-HILL

Agile PM Methods

Crystal Clear

RUP (Rational Unified Process)

Dynamic Systems Development

Method (DSDM)

Scrum

Extreme Programming

Agile Modeling

Rapid Product Development (PRD)

Lean Development

Page 32: Project Management Introduction General PM lifecycles

Agile PM in Action: Scrum Methodology

Used by cross-functional teams to collaborate and develop a new product / service.

Interact customers as early as possible Defines product features as deliverables and

prioritizes them by their perceived highest value to the customer.

Re-evaluates priorities after each iteration (sprint) to produce fully functional features.

Has four phases:

analysis, design, build, test

17–32

Page 33: Project Management Introduction General PM lifecycles

Agile PM in Action: Scrum Methodology

• Iterative, incremental process in order to maximize productivity

• It is a Team-based approach for developing systems/ products with rapidly changing requirements

• Controls the chaos of conflicting interest and needs

• Improve communication and maximize cooperation

17–33

Page 34: Project Management Introduction General PM lifecycles

Key Roles Scrum Process

Product Owner Acts on behalf of customers prioritize customers values and interests. Development Team Is a team of five-nine people with cross-functional skill sets is responsible for delivering the product. Scrum Master (aka Project Manager) Facilitates scrum process and resolves impediments at the team and organization level by acting as a buffer between the team and outside interference.

17–34

Page 35: Project Management Introduction General PM lifecycles

35COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

Scrum Master-daily questions

What did you do since the last Scrum? What are you doing until the next Scrum?What is stopping you getting on with the work?

For more information about Scrum please search for the internet.

Page 36: Project Management Introduction General PM lifecycles

Discuss PM Life Cycles

Which one to use, why,?

Which is best and when?

17–36

Page 37: Project Management Introduction General PM lifecycles

37COPYRIGHT © 1999 PROJECT MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED.

The Project Management Body of Knowledge (PMBOK®)

The Guide to the Project Management Body of Knowledge (PMBOK® Guide) documents 9 project management knowledge areas

The PMBOK® Guide is published and maintained by the Project Management Institute (PMI)

http://www.pmi.org PMI provides a certification in project

management called the Project Management Professional (PMP) that many people today believe will be as relevant as a CPA certification

PMP certification requires that you pass a PMP certification exam to demonstrate a level of understanding about project management, as well as satisfy education & experience requirements and agree to a professional code of conduct

PMBOK® Guide and PMI