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EM636 Fundamentals I Slide 1
Lecture 1: “Project Management Fundamentals I”
Agenda Projects, Programs, Portfolios Project Phases Project Lifecycles Gate Review Process
Lecture 1 is based on the following readings:PMBOK pgs 1-22Parts of Kerzner, Chapters 1 and 2
EM636 - PROJECT MANAGEMENT
EM636 Fundamentals I Slide 2
Project Management Institute – www.pmi.org
Internationally recognized professional group dedicated to the advancement and promotion of the project management profession.
250,000 members worldwide in over 90 countries
The only Project Management organization to offer the globally recognized professional certification (PMP) in project management
Project Management Body of Knowledge (PMBOK) has been established as an ANSI STANDARD for Project Management, throughout the world.
EM636 Fundamentals I Slide 3
What is a Standard?
A recommended uniform approach, usually established by a trade organization or professional society
Differs from regulations
Examples of standards: (non-mandatory)Clothing sizesWeb languagesInternal financial reporting standards (other financial standards are regulations now, legally mandated – like Sarbanes-Oxley)
Regulations: (mandatory)FDA labelsVehicle safetyElectrical codesUSDA codes
EM636 Fundamentals I Slide 4
Guide to the Project Management Body of Knowledge (PMBOK)
ANSI Standard # PMI 99-001-2008 Not mandatory, but a recommended uniformapproach to project management
EM636 Fundamentals I Slide 5
What is a Project?
A project is a temporary endeavor undertaken to create a unique product, service or result.
Temporary means there is a defined beginning and end.Unique means that no 2 projects are exactly the same. Even if they are producing the same product, they may have different people involved, different time scales, different budgets.
Because of the unique product they produce, they have a specific objective to be accomplished within certain specifications.
EM636 Fundamentals I Slide 6
What is an Operation?
Operations differ from Projects in that Operations are repetitive, ongoing.
Example:
Creating an easy-pass lane at the toll booth is a project.
The person who collects the tolls every day is performing an operation.
EM636 Fundamentals I Slide 7
Programs and Portfolios
A Program is a set of related projects group together so they can be managed in a coordinated way.
An IT department may have an Infrastructure Program, with several projects such as upgrading hardware and software, providing standards for IT, providing WiFi to conference rooms.
EM636 Fundamentals I Slide 8
Programs and Portfolios
Portfolio management is selecting out of a set of projects and programs, the ones that support the company’s overall strategic objectives.
A Portfolio manager may decide that the company no longer wants to invest in gaming technology and stick with only corporate applications.
Project management helps to answer the question – are we doing our projects right?
Portfolio management helps to answer the question – are we doing the right projects?
EM636 Fundamentals I Slide 9
To recap:
A project is a specific undertaking which:
• Is unique, a problem to be solved.• Has specific objectives and specifications.• Has defined start and end dates• Must be accomplished within a limited budget and
resources
What is a Project?
EM636 Fundamentals I Slide 10
• Market need • Example: hybrid cars to address greening the environment
• Organizational need• Example: upgrade all servers to improve the efficiency of the
organization• Technological advance
• Example: manufacture USB drive with higher capacity• Legal requirement
• Example: re-engineer security procedures to adhere to Patriot Act
• Customer request• Example: add an additional room to a renovation at customer’s
request• Social need
• Example: project to develop low-income housing
How do Projects Arise?
EM636 Fundamentals I Slide 11
Project Management Maturity
Although Project Management is widely accepted in today’senvironments, there are still companies and organizations that are fairly resistant to implementing a project management methodology.
Companies can perform self-assessment, or have an independent organization perform an assessment as to the organizational maturity level of their project management sophistication.
Kerzner uses the levels described on the following slide. PMI has something called OPM3 which is really the new standard for this. There is a great video on the PMI website describing this. I encourage you to view it at:
http://www.pmi.org/Movies/OPM3-Whats_New_Webinar/OPM3_Second_Edition-Understanding_the_Changes_and_Opportunities_Atlanta.html
EM636 Fundamentals I Slide 12
Project Management Maturity - Kerzner
1. Embryonic Level: A need for PM is recognized in the organization. Usually first occurs at the working levels.
2. Executive Acceptance Level: Buy-in from executive management occurs
3. Line Management Acceptance Level: Buy-in from the functional managers occurs
4. Growth Level: Organization has committed to PM methodology, and provides resources necessary for tool development for supporting infrastructure
5. Maturity Level: The PM methodology is standardized, training is provided, opportunities for improvement are recognized and implemented
Note: These are NOT project phases, these are just descriptors for an organization’s project management sophistication
EM636 Fundamentals I Slide 13
Project Management
An alternate view (next slide), is a Project Management Maturity Model, which assesses the level of project management expertise within an organization.
This is similar to the Carnegie Mellon Software Engineering Institute (SEI) Capability Maturity Model which assesses the level of software development maturity in an organization.
Note that the levels proceed from ad-hoc processes thru progressively increasing levels of formality, culminating in thecollection of metrics to measure and improve processes.
EM636 Fundamentals I Slide 14
Project Management Maturity ModelL
evel
1
Lev
el 2
Continuous process improvements are identified, prioritized and undertaken.
Metrics for process quality are collected and used to analyze and control the processes and product.
Processes for managing the project are documented, standardized and used throughout the organization.
Basic project management practices are in place. It is possible to learn from similar past activities.
The project management process is ad hoc and chaotic. Little is defined or documented consistently throughout the organization.
Lev
el 3
Lev
el 4
Lev
el 5
Initial
Repeatable
Defined
Managed
Optimized
At which level is your organization?
EM636 Fundamentals I Slide 15
Project Management Maturity Model
All 3 of these assessments (OPM3, Kerzner, PMM) are all doing the same thing, using slightly different terminology, to determine the level of maturity an organization has with respect to project management. By knowing where your organization is, you can take steps to improve.
EM636 Fundamentals I Slide 16
Project Management Office (PMO)
A PMO is a centralized organization that supports projects by providing, among other things:
Standards Templates Processes Training Project Managers
EM636 Fundamentals I Slide 17
Project Phases
What is a project phase?
A collection of logically related project activities, usually culminating in the completion of a major deliverable.
A deliverable is a tangible result.
If my project is “2010 vacation” the planning phase might include such activities as determining where to go, making hotel reservations, booking transportation, buying clothes, etc.
Deliverables might be “the hotel reservation confirmation” “airline e-ticket” “set of vacation apparel”
EM636 Fundamentals I Slide 18
Project Lifecycle
What is a project lifecycle?
A collection of generally sequential project phases whose
name and number are determined by the control needs of
the organization.
The lifecycle is the collection of phases taking us from the
beginning of the project to the end. So for the “vacation
2010” project, the lifecycle would include all the planning,
the execution (taking the vacation) and then closing out the
vacation project by paying all the bills, perhaps organizing
and printing photos.
EM636 Fundamentals I Slide 19
Generic Project Lifecycles
The next slide shows us a generic project lifecycle.
At the beginning of a project lesser costs are expended, as few resources are used. This builds up towards themiddle, and peaks during implementation, and then decreases towards project end.
Kerzner Table 2-6, pg 73, shows different terminology for phases in various industries.
We will just use the very generic C-D-E-F terminology: Concept, Development, Execution, Finish.
EM636 Fundamentals I Slide 20
Generic Project Lifecycle
Concept Phase:
High level definition of goals, objectives, constraints, and project organization, with evaluation of approaches, risks, schedules, and costs.
EM636 Fundamentals I Slide 21
Generic Project Lifecycle
Development (or detailed planning) Phase:
Detailed development of project plan defining specific work to be done, approach to be used, resources needed, baseline schedule, costs, quality. Plan how resources will be brought on and rolled off, how communications will take place,how procurement will be managed, how risk will be managed.Establishes the baseline against which project performance will be measured..
EM636 Fundamentals I Slide 22
Generic Project Lifecycle
Execution (Implementation) Phase
The actual doing of the work, carrying out the activities laid out in the Planning Phase.
Producing the product of the project.
EM636 Fundamentals I Slide 23
Generic Project Lifecycle
Finish (Termination) Phase
Completion of work and objectives. Delivery of product to customer.
EM636 Fundamentals I Slide 24
Characteristics Of A Project Life Cycle
(Adapted from PMBOK, Figure 2-1)
Initiation Planning Implementation Closeout Concept Development Execution Finish
60%5% 20% 15%
EM636 Fundamentals I Slide 25
Cumulative Expenditures Over Lifecycle P
RO
GR
ES
S
LIFE CYCLE
100%
0%
Characteristics Of A Project Life Cycle
EM636 Fundamentals I Slide 26
High
Low
Ability to Influence product and cost
Cost of change and correction
Life Cycle of Project (Time)
Characteristics Of A Project Life CycleNote how these 2 characteristics vary over the life of a project. Think about why they vary in this way.
EM636 Fundamentals I Slide 27
High
Low
Uncertainty of Success
Amount at Stake
Life Cycle of Project (Time)
Characteristics Of A Project Life CycleNote how these 2 characteristics vary over the life of a project. Think about why they vary in this way.
EM636 Fundamentals I Slide 28
Some Project Lifecycle Examples
The next few slides exhibit some other lifecycles which can be used for product development,depending on the circumstances.
EM636 Fundamentals I Slide 29
Definition
Analysis
Design
Implementation
Installation
Operation
Modified Waterfall LifeCycle
In a true waterfall lifecycle, asopposed to the “modified” there would be no overlap between phases – each phase would have tocomplete before the next could begin.
EM636 Fundamentals I Slide 30
Concept
ArchitectureDesign
Requirements
Design
Design
Design
Implement
Implement
Implement
Install, Operate,
andMaintain
Incremental LifeCycle
This lifecycle would be used when a product is very modular, so that
pieces can be developed separately. All the requirements for the product would be established up front, but then pieces can be developed concurrently.
EM636 Fundamentals I Slide 31
Evolutionary LifeCycle
This lifecycle model will get product into the hands of the customer quickly so that feedback can be obtained. Think of software beta releases.
EM636 Fundamentals I Slide 32
Deciding on a Lifecycle
NewM to LLowDKKIncremental
NewS to MLowIKKWaterfall
TeamSizeRiskSysArchReq
Evolutionary K High M to L ExpU D
K = KnownU = Unknown
D = DivisibleI = Indivisible
L = LargeS = Small
This table provides some very broad guidelines for which lifecycle to useDepending on the degree to which requirements and architecture are defined, whether the system can be separated into modular parts, the level of riskin the project, and the size and experience of the project team.
EM636 Fundamentals I Slide 33
Project vs Product Lifecycle
The next slide provides a pictorial view of the difference between a project lifecycle and a product lifecycle.
Think of it as the project is what you, the PM, manage. Once the project is out of your hands and into the hands of the customer, it becomes part of the overall product lifecycle.
If you are a car manufacturer, the project could be to build Car X, but the product that is Car X will live on in the customer’s hands. If you, as PM, cut corners, and compromised on quality, your organization will end up later paying out large sums in warrantee costs. So decisions that the PM makes during the project must include the effects on the overall product lifecycle.
EM636 Fundamentals I Slide 34
Project Versus Product Life Cycle
A product life cycle may contain one or more projects, each of which must go through the full project life cycle
Imp
lem
en
tation
Requirements Design Construction Operate
Product Life Cycle
C D E F
C D E F
C D E F
C D E F
KeyC – Concept PhaseD – Development PhaseE – Execution PhaseF – Finish Phase
Project Life Cycles
EM636 Fundamentals I Slide 35
Phase Gates
What is a Phase Gate?
A structured decision point at the end of a phase to determine whether the phase was successfully completed, and whether the project should continue to the next phase.
Also known as kill points, go/no-go, checkpoints, quality gates, etc.
EM636 Fundamentals I Slide 36
Phase Gates - Gatekeepers
What is a gatekeeper?
An individual (sponsor) or group of individuals assigned by senior management who are:
• Empowered to support the structured process (including change management)• Authorized to evaluate performance and
make decisions• Willing to provide the team with necessary
technical and business information
EM636 Fundamentals I Slide 37
Phase Gates - Gatekeepers
What does a Gatekeeper do?• Determines whether to proceed to next phase with the original objectives
• Determines whether to proceed to the next phase with revised objectives
• Requests additional information before making a final decision
• May terminate the project
EM636 Fundamentals I Slide 38
Phase Gates – Always a good thing?
Sometimes Gate Review meetings do not work. The reasons for this are not because they are bad, but because there are failures in planning them. Failures such as:
Assigning gatekeepers and not empowering them to make decisions
Assigning gatekeepers who are afraid to terminate a project
Failure to provide the team with information critical to gate reviews
Allowing the team to focus more on the gates than on the phases – I.e. “what do we need to do to pass the gate” rather then “how to we best meet the project
objectives?”
EM636 Fundamentals I Slide 39
Summary
Projects are temporary and unique, and are different from programs, operations, and portfolios.
Project lifecycles are comprised of phases, which are collections of related activities, usually culminating in a deliverable.
Phase gates are focused reviews conducted at the end of a phase to ensure the project has met the exit criteria for that phase and the entrance criteria for the next.
EM636 Fundamentals I Slide 40
Readings for next Lecture
PMBOK pgs 23-65Optional: Kerzner Chapter 3