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Project ManagementBasic Concepts and Tools
MKT 595Fall Semester, 2015
What is A Project?
• A Temporary Endeavor
• Creates a Unique Product, Service, or Result
• Definite Beginning and End
What Is Project Management?
• Application Of:
KnowledgeSkillsTools
Techniques
ProjectActivities
Project Requirements
How P. M. Accomplished
• Through Use of Five Process Groups– Initiating – Planning– Executing– Monitoring and Controlling– Closing
And Use of 42 Logical Processes
Even More for Your Poor Brain!
• Those 42 Logical Processes
Common Aspects of Projects
• Identification of What Has to Be Done• Addressing Needs and Expectations of
Stakeholders• Balancing– Scope -Budgets– Quality -Resources– Schedules -Risk
And a Thing Called Progressive Elaboration
Typical Costs and Staffing LevelsAcross the Project Life Cycle
Impact of Variables Based on Project Time
Project Life Cycle/Product Life Cycle Relationships
Product Life Cycle
Project Life Cycle Project Life Cycle Project Life Cycle
Phase Relationships
• Three Types– Sequential
– Overlapping
– Iterative
Project Phases
Let’s Build a House– You provide the
steps in order– Where can the steps
overlap?– Where must steps
not overlap?
Project Management Processes
• Apply Globally• Apply Across All Industry Groups• Application of These Processes Will
Enhance Chances of Success
Five Process Groups
• Initiating• Planning• Executing• Monitoring• Closing
Project Phases vs. Processes
• Phase One • Phase Two
InitiatingPlanningExecutingMonitoring and ControllingClosing
Project Phases vs. Processes
• Phase One • Phase Two
InitiatingPlanningExecutingMonitoring and ControllingClosing
Five Process Groups in Your Head
• “My Head has Now Exploded!”
• Why?– Because so much is going on in your head while
you are doing your project!– Look at the last page of your handout.– Let’s make sense of this and make it work for you!
Those 42 Logical Processes
Your Mind: My Mind: “Are You Crazy? “Please Stay!” “ I’m tuning out now!” “I can help!”
Making Choices
• Resource Allocation
• Trade – Offs
• Managing the Interdependencies among the Project Management Areas
Project Integration Management
• There is NO Single Way to Manage a Project;
BUT,You do Need Project Management
Skills and Processes
You Just Use Varied Pieces of Each
Initiating the Project
• Project Charter– Your Handshake– What? No Handshake!– Good Luck! You’ll Need It!
• Stakeholder Identification– You Better Know ALL of Them– Power/Interest• “Shorelines”
Inputs to Project Charter
• Statement of Work• Business Case• Contracts• Enterprise
Environmental Factors• Organization Process
Assets
Organizational Process Assets
• Policies• Sales Results• Audits• Checklists• Procedures• Past Studies
• Salary History• Attrition Rates• Project
Management Policies
• Organization Charts
• Financial Databases
Business Case
• Market Demand• Organization Need• Customer Requests• Technical Advances• Legal Requirements• Social Needs• Ecological Impacts
Initiating Project
• Stakeholder Analysis– Identifying the People– Identifying the Impact of Each Stakeholder• Power/Interest• Power/Influence• Involvement/Impact on Changes
– Determining How Stakeholders React
Planning the Project
• Charters– Authorizes the Project– Documents the Requirements (SOW)– States the Expectations– Establishes a Partnership Between the Requestor
and the Project Team– Few Updates
• Plans– Defines How the Project Will be:• Executed• Monitored• Controlled• Closed
- Will have Many Updates
Project Management Plan Inputs
• Enterprise Environmental Factors– Government and Industry Standards– Information Systems– Organization Structure and Cultures– Infrastructure (facilities and equipment)– Human Resource Policies and Procedures
Project Management Plan Inputs
• Organization Process Assets– Project Management Plan Templates– Change Control Procedures– Past Project Files– Company Guidelines• Work Instructions• Performance Measurement Criteria• Evaluation Criteria
Project Scope Management
Ensuring the Project Includes All Work Required and Only the Work Required
Defining What Is and Is Not Included in the Project
Project Scope ManagementWork Breakdown Structure
Work Breakdown Structure (WBS) The Process of Subdividing the the Project Work and Project Deliverables
into Smaller, More Manageable Components.
Work Package The Planned Work Within the Lowest Level WBS.
Project Scope ManagementWork Breakdown Structure
• 100% Rule – The Total of All work in a WBS Equals 100% When the Work is Completed; No More, No Less.
Executing the Project
• Finally, Huh?• My Failed Projects:– Did Not Have a Handshake (Charter)– Stakeholders Came Out of the Woodworks– Did Not Have a Detailed Plan• I knew I could just DO IT!!
Executing the Project
• Activities– Create Deliverables– Select, train, and manage the Team– Obtain, manage, and use Resources– Implement the Plan– Establish and Manage the Communications
Executing the Project
• Activities (continued)– Generate Data– Handle Change Requests– Manage Risks and Implement Risk Responses– Manage Sellers and Suppliers – Collect and Document Lessons Learned
Direct and Manage Project ExecutionExpert Judgment
• Other Department within the Organization
• Consultants• Stakeholders• Professional and
Technical Advisors
Monitoring and Controlling Project Work
• Monitoring– Collecting– Measuring– Distributing– Assessing
Performance Information andMeasurements and Trends
• Controlling
Determining
• Corrective Actions• Preventative ActionsRe-planningFollow Up
To Resolve Any Performance Issues
Monitoring and Controlling Project Work Inputs
• Performance Reports– Status of Activities– Accomplishments– Future Activities– Forecasts– Issue Management (Red – Yellow – Green)
Monitoring and Controlling Project Work Outputs
• Change Requests
• Project Plan Updates
• Project Document Updates
Monitoring and Controlling
• Change Requests– Recorded in Written Form– Entered in Configuration Control System• Time Impacts• Cost Impacts
– Accepted or Rejected By:• Project Manager• Change Control Board
– May Require Contract Changes
Risk Management
Increase Chance and Impact of Positive Events
Decrease Chance and Impact of Negative Events
Project Risk ManagementOverview
• Risks– Always in the Future
• Scope• Schedules• Cost• Quality
– Causes• Requirements• Assumptions• Constraints• Changing Conditions
Project Risk ManagementPlanning Risk
• Ask– What Can Possibly Go Wrong?
• Then– Take Actions to Prevent or Minimize!
Project Communications MgtOverview
• Communications Dimensions– Internal vs. External– Formal vs. Informal– Vertical vs. Horizontal– Official vs. Unofficial– Written vs. Oral– Verbal vs. Non-Verbal
The Better Your Communications Skills,The Better Your Project Outcome!
Project Communications MgtPlanning Communications
• Determining
WhoWho
WhatWhat
WhenWhen
WhereWhere
HowHowBy WhomBy Whom
Project Communications MgtPlanning Communications
• In What Ways Could We Do a Poor Job in Planning our Communications?
You Have Now Been Introduced to Project Management!