PROJECT MANAGEMENT WORKSHOP - suagm.edu PowerPoint - PM Works… · PROJECT MANAGEMENT WORKSHOP Project Management is recognized as a unique competency that adds value and brings

PROJECT MANAGEMENT WORKSHOP

2009

Universidad del Turabo

Rafael A. Rodriguez Rivera, PE, PMPE-mail: [email protected]

Tel. (787) 615-7194


� Project Management is recognized as a unique competency that adds value and brings success to the strategic initiatives of organizations

� Project Management ensures that industries maximize the value of multiple projects by managing quality and conducting projects with acceptable risks

� Competencies in project allow organizations to manage the relationship between projects and strategic plan, ensure project performance, while complying with requirements.

Universidad del Turabo – Project Management Workshop


� Objectives

– Provide a methodology for developing and improving Project

Management capabilities

– Learn the basic skills necessary to plan and control;

communicate with stakeholders; and maintain multiple projects

cost-efficiently, while complying with applicable regulations

� Strategic Sectors

– Life sciences, manufacturing, health care, communications

and information technology



� Is based on an action learning approach that allows participants to apply the acquired knowledge to their specific industry sector by developing a hands-on activity:– Project Management Plan

� In order to support active learning the students will receive individual mentorship from the instructor and will have access to multiple resources including the following: – PMBOK® Guide

– Electronic copy of course content

– Templates for project planning and execution

– References related to project management (textbooks, journals, papers, professional magazines) will be available to participants through the Internet and the Universidad del Turabo - Virtual Library

– Access to multiple resources enriches the learning process, as participants will acquire knowledge of proven project management tools available on the market.

4Universidad del Turabo – Project Management Workshop


� 40-hours workshop

� 10 sessions

� Saturdays

– 8:30am – 12:30pm

� Sessions 1, 2, 5, 6, 7, 8, 9, 10

– 8:30am – 5:30pm

� Computer Lab Sessions 3 & 4



6

Session 4 (Computer Lab)

Schedule development

Session 3 (Computer Lab)

Activity definition and estimating

Session 2

Scope planning and definition

Session 1

Initiating the project

Session 5

Cost estimating and procurement

Session 6

Quality planning and metrics

Session 7

Team development

Session 8

Communications planning and risk

management

Session 9

Project execution

Session 10

Closing the project



� Competencies learned by participants represent an initial milestone in further pursuing professional certifications in project management– Project Management Professional (PMP)

– Certified Associate in Project Management (CAPM)

– http://www.pmi.org/CareerDevelopment/Pages/PMICredentialOverview.aspx

� Sharpen Your Tools (featuring Kathleen Romero, Secretary-Treasurer of the PMI Bo.flv


8

What is a project

� A project is a temporary endeavor undertaken to create a unique product, service or result

� Temporary– Every project has a definite beginning and a definite end

� Unique– The product, service or result is different in some distinguishing way from all other products, services or results


9

Projects …

� Are created at all levels of an organization– In all types of organizations

� Involve a single person or a project team

� Time spans vary greatly– Days

– Weeks

– Months

– Years

� Project management can be applied to any project regardless of size, budget or timeline


10

What is Project Management

� Application of

– Knowledge

– Skills

– Tools

– Techniques

� To project activities

� To meet project requirements


Project Management

� How Project Management (PM) Relates to Other Disciplines– Much of the knowledge needed to manage projects is unique to PM

– However, project managers must also have knowledge and experience in� general management

� the application area of the project

– Project managers must focus on meeting specific project objectives


Project Management


Project Management


History of Project Management

� Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb

� In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops

� In 1958, the Navy developed PERT charts

� In the 1970s, the military began using project management software, as did the construction industry

� By the 1990s, virtually every industry was using some form of project management


15

Project Management

� The proven process for success

– Entrepreneurial initiatives

� Convert your idea into a marvelous creation

– Enable innovation and new enterprises

� The tools modern organizations use

– to improve productivity and economic development

– Offer better products and new services

– Improve customer satisfaction


16

A proven process for success

� Ensures that available resources are used in

the most effective and efficient manner

� Establish measures of success

� Put strategic plans into practice

� Project Management – 2009 Economy (video)

– Broaden your perspective (featuring Gene Bounds,

Vice Chair of the PMI Board of .flv


17

Operations versus Project Management

� Operations

– Existing systems

– Repetitive work

– Efficiency and

effectiveness

– Reliance on standard

procedures

– Line management

– Focus on “maintaining”

– Sustain the business

� Project Management

– One-time resource

configuration

– Unique and separate work

– Cohesion and direction

– End-product driven

– Project orientation

– Focus on “change”

– Progressive elaboration

– Attain its objectives


18

Projects …

� Progressive elaboration

– A characteristic of projects that accompanies the

concepts of temporary and unique

� The characteristics of the product, service or result is

broadly defined early in the project

� Will be made more explicit and detailed as the project team

develops a better and more complete understanding of the

product

– Project scope should be controlled


19

Project ManagementBody of Knowledge (PMBOK)

� Is an inclusive term that describes the sum of

knowledge within the profession of project

management

� Rests with the practitioners and academics that apply

and advance it

� Includes knowledge of

– Proven traditional practices

– Innovative and advanced practices

– Published and unpublished material


20

PMBOK Guide

� Used by Project Management Institute (PMI) to provide consistent

structure for its professional development programs

� Certification of Project Management Professionals (PMP’s)

� Educational programs

– Identify (General overview)

– Generally recognized

� Applicable to most projects most of the time. There is widespread

consensus about their value and usefulness

– Good practice

� General agreement that the correct application enhances the chances of

success


21

PMBOK Guide Knowledge Areas

� Project Integration Management

� Project Scope Management

� Project Time Management

� Project Cost Management

� Project Quality Management

� Project Human

Resource Management

� Project Communications

Management

� Project Risk

Management

� Project Procurement

Management


22

PM Knowledge Areas

� Integration

– Describes the processes and activities that integrate

the various elements of project management

� Scope

– Describes the processes involved in ascertaining

that the project includes all the work required, and

only the work required, to complete the project

successfully


23

PM Knowledge Areas

� Time

– Describes the processes concerning the timely

completion of the project

� Cost

– Describes the processes involved in planning,

estimating, budgeting, and controlling costs so that

the project is completed within approved budget


24

PM Knowledge Areas

� Quality management

– Describes the processes

involved in assuring that

the project will satisfy the

needs for which it was

undertaken

� Risk management

– Describes the processes

concerned with

conducting risk

management in a project


25

PM Knowledge Areas

� Human Resources

– Describes the processes that organize and manage the project

team

� Communication

– Describes the processes concerning the timely and

appropriate generation, collection, dissemination, storage, and

ultimate disposition of project information

� Procurement

– Describes the processes that purchase or acquire products,

services or results, as well as contract management processes


26

Accomplishing Project Management

� Through the use of processes

– Initiating

– Planning

– Executing

– Monitoring & Controlling

– Closing

INITIATINGPLANNING

CONTROLLING EXECUTING

CLOSING


27

Managing the work of the project

� Managing a project includes

– Identifying requirements

– Establishing objectives

– Balancing competing demands

� Quality, scope, time, cost

– Adapting to different concerns and expectations of

stakeholders


28

Managing the work of the project

� Triple-Constraint– Balancing competing demands for

� Scope

� Time

� Cost

� Quality is affected by balancing these three factors

� Manage project is response to uncertainty– Risks


29

Project Management

� Related endeavors– Strategic Plan

– Program

– Project

� Subproject

� A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually

� Subprojects are part of a project that was divided into more manageable components

� Project Portfolio Management– Selection and support of projects investments


30

Project Phases

� Projects are unique undertaking and involve

uncertainty

� Projects are divided in phases to

– Improve management control

– Provide links to ongoing operations

� Project Life Cycle

– Is the collection of all project phases

– Defines beginning and end of a project


31

Project Phases

� Marked by completion of one or more deliverables

– Deliverable is a tangible, verifiable work product

� Part of a generally sequential logic designed to ensure

proper definition of the product or service of the project

� Conclusion of a project phase is marked by a review of

key deliverables and project performance to date


32

Project Phases

� Each project phase includes a set of defined

deliverable designed to establish the desired

level of management control

� Phases typically take their names from these

deliverables

– Design

– Testing

– Documentation


33

Project Phases

� Typical project phases

– Conceptual

– Planning

– Execution

– Termination


34

Project Phases

Definition Planning Execution Delivery

Level of effort

1. Goals

2. Specifications

3. Tasks

4. Responsibilities

5. Teams

1. Schedules

2. Budgets

3. Resources

4. Risks

5. Staffing

1. Status reports

2. Changes

3. Quality

4. Forecasts

1. Train customer

2. Transfer documents

3. Release resources

4. Reassign staff

5. Lessons learned


35

Project Phases

� Typical engineering/construction project:

– Feasibility

– Planning

– Design

– Construction

– Turnover


36

Project Phases

� Typical Information Technology project:

– Requirement analysis

– Design

– Coding

– Testing

– Installation

– Operation


37

Project Life Cycle

� Serves to define the beginning and the end of a project

� Determine which transitional actions at the beginning and the end of the project are included and which are not

� Deliverables from the preceding phase are usually approved before work starts on the next phase

� Phase-end reviews are also called– Phase exits

– Phase gates

– Kill points


38

Project Life Cycle

� Common characteristics

– Cost & staffing levels

� Low at the start

� Higher toward the end

� Drop rapidly as the project draws to conclusion

– Stakeholders influence

� Highest at the start

� Progressively lower as the project continues


39

Project Management System

� Is the set of tools, techniques, methodologies, resources, and procedures used to manage a project

� It can be formal or informal

� Aids a project manager in effectively guiding a project to completion

� Project management plan describes how the project management system will be used


40

Project Management Processes

� Projects are composed of processes

– A process is a series of actions bringing about a

result

� Project management processes

– Organizing the work of the project

� Product-Oriented processes

– Specifying the project product


41


� Process

– Input

� Documents that will be acted upon

– Tools and techniques

� Mechanism applied to the inputs to create the outputs

– Outputs

� Documents that are a result of the process

INPUT OUTPUTWORK


42


� PMBOK identifies those processes that have

been recognized as good practices on most

projects most of the time

� Not all processes should always be applied

uniformly on all projects

� Project manager is responsible for determining

which processes are applicable for any given

project


43

Process Groups

� Initiating– Defines and authorizes the project or phase

� Planning– Defining objectives and courses of action

� Executing– Integrates people and resources to carry out project plan

� Monitoring and Controlling– Measures and monitors progress to identify variances from the plan

� Closing– Formalizing acceptance of the project or phase

INITIATINGPLANNING

CONTROLLING EXECUTING

CLOSING


Process Groups


45

Process Groups

� Are linked by the objectives they produce

– The output of one process often becomes an input

to another process

� Overlapping activities that occur at varying

levels of intensity throughout each phase of the

project

� Cross phases such that closing one phase

provides and input to initiating the next


46

Process Groups

Cost &

Staffing

Level

Initiation

Phase

Execution & Control

Phase

Closure

Phase

Time Finish

Initiating

Processes

Planning

Processes Executing

Processes

Controlling

Processes

Closing

Processes

Planning

Phase


47

Process Interactions

� General acceptance– Apply to most projects most of the time

– Not all of the processes will be needed on all projects

– Not all interactions will apply to all projects

– Absence of a process does not mean that it should not be performed

– Mapping � Process Groups / Knowledge Areas


48


� Process interactions often require tradeoffs among project requirements and objectives

� Some processes will have to be iterated several times to define and meet stakeholder requirements and reach agreement on the processes outcome

� Failure to take action during one process will usually affect that process and other related processes


49


� To have a successful project

– Select appropriate processes that are required to

meet the project objectives

– Adapt product specifications and plans to meet

project and product requirements

– Comply with requirements to meet stakeholder

needs, wants, and expectations

– Balance the competing demands for scope, time,

cost, quality, resources, and risks


50UNIVERSIDAD DEL TURABO

MANA.722

Project Integration Management

� Includes the processes and activities needed to

identify, define, combine, unify, and coordinate the

various processes and project management activities

� Ensure project elements are properly coordinated

� Involves making trade-offs among competing

objectives and alternatives to meet stakeholder needs

and expectations

� Project work must be integrated with the ongoing

operations of the organization


MANA.722



MANA.722


� Project manager is primarily responsible to

– Integrate all parts of the project into a whole

– Managing tradeoffs among the different objectives

� Project team members are responsible to

complete assigned work packages

� Project management knowledge, skills, and

processes are applied in different orders and

degrees of rigor to achieve the desired project

performance


MANA.722


� Integrative project management processes

include:

– Develop Project Charter

– Develop Project Management Plan

– Direct and manage project execution

– Monitor and control project work

– Perform integrated change control

– Close project or phase


MANA.722

Develop Project Charter

� Project Charter is the document that formally

authorizes a project

� Provides the project manager with the authority to

apply organizational resources to project activities

� A project manager is identified and assigned as early

in the project as is feasible

– Prior to the start of planning

– Preferably while the Project Charter is being developed


MANA.722


� A project initiator or sponsor external to the project organization issues the Project Charter– At a level appropriate to funding the project

� Projects are usually chartered and authorized– Market demand

– Business need

– Customer request

– Technological advance

– Legal requirement

– Social need


� Developing the Project Charter is primarily

concerned with

– Documenting the business needs

– Project justification

– Current understanding of the customer’s

requirements

– New product, service, or result that is intended to

satisfy those requirements

UNIVERSIDAD DEL TURABO

MANA.72256


MANA.722

Project Charter

� Requirements that satisfy customer needs,

wants, and expectations

� Business needs that the project is undertaken

to address

� Project purpose or justification

� Assigned project manager and authority level

� Summary milestone schedule


MANA.722

Project Charter

� Stakeholder influences

� Functional organizations and their participation

in the project

� Organizational, environmental, and external

assumptions and constraints

� Business case justifying the project

� Summary budget


MANA.722

Definitions

� Constraints

– Is an applicable restriction that will affect the

performance of the project

� Predefined budget

� Contractual provisions

� Assumptions

– Factors that, for planning purposes, are considered

be true, real, or certain

Project Charter

� The Project Charter can be described as the

agreement between the organization providing

the product or service, and the customer

organization requesting and receiving the

project deliverable.

� It is a tool to obtain commitment from all

affected groups and individuals within a

specific project.

UNIVERSIDAD DEL TURABO

MANA.72260


MANA.722


� Inputs

– Contract

– Project Statement of Work (SOW)

� A narrative description of products or services to be

supplied by the project

� Business need

� Product scope description

� Strategic plan


MANA.722


� Inputs (cont.)– Enterprise environmental factors

� Organizational or company culture and structure

� Governmental or industry standards

� Infrastructure (existing facilities and capital equipment)

� Existing human resources

� Personnel administration

� Company work authorization systems

� Marketplace conditions

� Stakeholder risk tolerances

� Commercial databases

� Project management information systems


MANA.722


� Inputs (cont.)

– Organizational Process Assets

� Organization’s processes and procedures for conducting

work

– Procedures, guidelines, templates

� Organizational corporate knowledge base for storing and

retrieving information

– Project files

– Historical information

– Lessons learned


MANA.722


� Tools and techniques– Project selection methods

� Benefit measurement methods

– Comparative approaches, scoring models

� Mathematical models

– Linear or multi-objective programming algorithms

– Project management methodology� Can be either a formal mature process or an informal technique that aids a project management team in effectively developing a project charter


MANA.722


� Tools and techniques (cont.)

– Project management information system

� Is a standardized set of automated tools available within the

organization and integrated into a system

– Expert judgment

� Judgment and expertise

� Provided by any group or individual with specialized knowledge or

training

– Consultants, other units within the organization, professional

associations, industry groups

� Output – Project Charter


MANA.722

Develop Project Management Plan

� Includes the actions necessary to define, integrate, and coordinate all subsidiary plans into a project management plan

� This process results in a project management plan that is updated and revised through the Integrated Change Control process

� Project management plan defines how the project is executed, monitored and controlled and closed


MANA.722

Project Management Plan

� Project management processes selected and

the level of implementation

� Descriptions of the tools and techniques to be

used

� How work will be executed to accomplish

project objectives

� How changes will be monitored and controlled


MANA.722

Project Management Plan

� How configuration management will be performed

� How integrity of the performance measurement baselines will be maintained and used

� The need and technique for communication among stakeholders

� Selected project life cycle

� Key management reviews

Project Management

� Article Maintenance Project.pdf

� Case Study 1 - Batch Control Projects.pdf