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Beginning Project ManagementOverview Part 1

Max Smith, PMP retired

A Project is initiated to produce an end-product in a given period of time

Project management is a set of principles, methodology, and techniques for scheduling, controlling, and modifying a project

Project Management requires that Start of Work follows intensive planning, work definition and scheduling

Project Management forces early and continuous consideration of Work, Time, Money, Resources and Quality

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Overview Part 1 – Project Definition

Overview Part 1 – Project Life Cycle

Project Management is a structured planning and control method that has distinct phases:

AMA - Planning, Scheduling, and Controlling

PMI – Feasibility, Planning & Design, Production, Turnover & Startup

Most Used – Plan Design, Implement, and Manage

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Overview Part 1 – Project Life Cycle

Scope is the Work and/or technical content of the Project. It is described by:

Naming all of the activities performedDrawings, Requirements and SpecificationsResources to be consumed

Scope Management is the function of Planning and Controlling a Project to reach its objectives though Planning , Development, Implementation and Termination Phases

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Overview Part 1 – Scope

The allocation of time over the project life cycle

Typical representations:

MilestonesGantt ChartActivity network

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Overview Part 1 – Schedules

Milestones

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Overview Part 1 – Schedules

Gantt Chart

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Overview Part 1 – Schedules

Activity Network

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Overview Part 1 – Schedules

Cost Assembly - To effectively schedule the work and control the costs of any large program/project , the effort must be broken down into discrete tasks with well defined responsibility assignments

Clearly defined responsibility assignments (Functional Organization)Clearly defined Work Scopes (Work Breakdown Structure)

Revenue Assembly - Defined by the Terms of the Contract

Time and Material (periodic billing aligned with Cost Structure)Progress Payments

• work accomplished (earned value)• completed end items

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Overview Part 1 – Financials

Cost and Revenue Control

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Overview Part 1 – Financials

Scope, Schedule, and Financials are core of managing a project

Overview 2 will cover Quality, Risk, Procurement, Human Resources, Communications, and Integration

There will be a Quiz on Overview 1 & 2 at the end of the next session

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Overview Part 1 – Conclusion

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Beginning Project ManagementOverview Part 2

Max Smith, PMP retired

PMI/PMBoK – Definition of Quality Management

Carrying out a project through its four phases with zero deviations from project

Composite of material attributes (performance characteristics) of the product or service for which the project is launched

Improving the Quality of project process is the only way to improve the quality of the project outcome

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Overview Part 2 – Quality

“A person who sees Quality and feels it as he works is a person who cares. A person who cares about what he sees and does is a person who’s bound to have some characteristics of Quality.”

“To put it in more concrete terms: If you want to build a factory or fix a motorcycle, or set a nation right without getting stuck, then classical, structured dualistic subject-object knowledge, although necessary isn’t enough. You have to have some feeling for the quality of the work. You have to have a sense of what’s good. That is what carries you forward. This sense isn’t something that you’re born with, although you are born with it. It is also something you can develop. It’s not just ‘intuition’ not just unexplainable ‘skill’ or ‘talent.’ It’s the direct result of

contact with basic reality, Quality, which dualistic reason in the past has tended to conceal.” Zen and the Art of Motorcycle Maintenance, Robert M. Pirsig, 1974

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Overview Part 2 – QualityOverall Quality Philosophy

Risk Management systems generally require a continual disciplined, systematic problem identification and resolution process which addresses the following issues:

Risk related to a tolerance level “live with it” modeRisks where the rating has not been well thought-out

Risk Management quantifies the risk level and risk impact of an action so it can be related to a tolerance level

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Overview Part 2 – Risk

Procurement is a process that involves two parties with different objectives for the acquisition of labor and/or material, usually consummated in contractProcurement includes: Purchasing, Expediting, Logistics, and InspectionSpectrum of Contracts in relation to Risk

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Overview Part 2 – Procurement

Project Human Resource Management (PMBoK)

The art or science of directing and coordinating human resources throughout the life of a project by using administrative and behavioral knowledge to achieve pre-determined project objectives of scope, time, cost, quality and participant satisfaction.

Human resource management activities:Motivation, leadership, counseling communications, . . .

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Overview Part 2 – Human Resources

Project Communications Management definitions:Communications Management is conducting or supervising the exchange of information.Communications Management is the process of formal and informal interactions of individuals and groups in the project team and across organizational lines

Communications skills are particularly important because about 80% of Project Manager’s time spent in communicating: either face to face, by phone, mail, or other media (in monitoring, evaluating, controlling, and reporting).

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Overview Part 2 – Communications

Communications Function Chart

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Overview Part 2 – Communications

Integration is a newer PMI component with two aspects

Integration of the physical components of the project

Integration of the PDIM project phases

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Overview Part 2 – Integration

 

1. Project Management requires that the Project Leader actually delay the start of work. c]

a] to ensure proper authorization

b] to devote more time to choosing the best possible team

c] to ensure an appropriate planning effort

d] until all budget approvals are complete

 

2. Name three key phases of project management. planning, scheduling and controlling

 

3. The ________ phase is the heart of project management. Planning

 

4. A managed project may be thought of as: b]

a] a list of tasks required to produce a product

b] the organized development of an end-product

c] the administrative work necessary to control product development

 

5. Which of the following activities does not apply to project management? e]

a] Using planning principals, methods and techniques

b] Scheduling resources

c] Affecting control over work completed and work in progress

d] Establishing objective-oriented work

e] Submitting yearly status reports

f] Replanning at strategic points

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Overview Quiz

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Overview Quiz6. Name three criteria for work that will lend itself to project management methods.

a well defined collection of jobs leading to an end-product, activities that are started and stopped independently, and activities that are ordered

 7. Estimates, if they seem accurate, should be made at the beginning of the project False and rarely revised thereafter. True or False? 8. Effective planning requires a:b] a] decision-tree approach to decision making b] precise communications network involving key decision makers c] detailed status report of work in progress 9. Which of the following is/are not imperative to successful project completion?b] a] The project team c] A phased approach e] Standards and procedures b] Hire and fire authority d] A performance contract f] Sign-offs and checkpoints 10. The project management process requires that a project leader plan, a] control, _________, and _________ a project. a] direct . . . Administer b] organize . . . Delegate c] schedule . . . evaluate