The Project Management Context

7/29/2019 The Project Management Context

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The Project Management Context


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Change Control

2K6-IX-14 Initial Creation


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UN0603 Road Map

Unit 1 Introduction to Project ManagementUnit 2 The Project Management ContextUnit 3 Project Management ProcessesUnit 4 Project Integration ManagementUnit 5 Project Scope ManagementUnit 6 Project Cost ManagementUnit 7 Project Time ManagementUnit 8 Project Quality ManagementUnit 9 Project Human Resource ManagementUnit 10 Project Communications Management

Unit 11 Project Risk ManagementUnit 12Project Procurement Management


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Unit 2 RoadMap

2.1 Project Phases and the Project Life Cycle

2.2 Project Stakeholders

2.3 Organizational Influences 2.4 Key General Management Skills

2.5 Social Economic Environmental Influences


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2.1 Project Phases and the Project Life Cycle

2.1.1 Characteristics of Project Phases

2.1.2 Characteristics of Project Life Cycles

2.1.3 Typical Life Cycles


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2.1.1 Characteristics of Project Phases

Eachphase is demarcated by one or more

deliverables

A deliverable is a tangible, verifiable work

product (feasibility study, requirements

document, piece of code etc)

Conclusion of a phase is called aphase exit,

gate, kill point, etc


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Gate Activities

Determine if the project should continue into

its next phase

Review project quality

Review deliverables

Detect, report and correct defects

Gates are defined by the Project Life Cycle


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2.1.2 Project Life Cycle Models

Life cycle models are useful in

Determining complete set of activities

Determining if we are tracking appropriately

Estimating costs overruns

Estimating schedule overruns

Note that most follow a Rayleigh Curve


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Life Cycles

Phases a system or product goes through

E.g. product life cycle

E.g. software life cycle

Uses

Management and planning

Task and result identification

Study and improvement


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Why use a Life Cycle? Increasing size and cost make it mandatory Social implications Legal/regulatory requirements Because nuclear engineers are ENGINEERS and that's

what engineers do


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Phases of the Engineering Life Cycle

Requirements

Specifications

Design

Implementation Integration

Testing

Maintenance

Retirement


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A Rayleigh Curve

Effort Curve

0

2

4

6

8

10

12

1 3 5 7 9 11 13 15 17 19 21 23

Time Units

Effort/TimeUnit


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Typical Life Cycles

Hump often is shifted towards the end (in most

projects)

time

$ InitialPhase

IntermediatePhases

FinalPhase


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Life Cycle define (generally)

What technical work is to be done at each

phase

Who is involved at each phase


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PM LC Common Characteristics

Cost/staffing is low at beginning and end; rises

towards the end to maximum

At the start, Probability of Failure and

Likelihood of Risk are highest; fall slowly as the

project proceeds

Ability of stakeholders to change product

characteristics is highest at start and falls

towards completion


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Stakeholders Influence over Time

Project TimeLow

High

Cost of Changes

Stakeholders

Influence


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Time Dependency Spelled Out(B Boehm Annuals of SE 1(1), 1995 Kluwer Pub)

Over

Under

0.25x

4x

2x

1.5x

1.0x

0.5x

+

+

+

+++

+++

+

+

+

+

Size (LOC)

Cost $


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2.1.3 Typical Life Cycles

Defense acquisition project

Software construction project

Construction project Pharmaceutical product


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2.2 Project Stakeholders

What IS a SH anyway?

individuals and organizations that are actively

involved in the project or whose interests may be

affected, + or-, by the project or its completion.

The PM must identify all stakeholders


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Key Stakeholders include at least:

Project manager

Project team members

Customer Client

Performing organization

Sponsor


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Other Categorizations

Internal/external

Owners/funders

Sellers and contractors Team members and their families

Government agencies and media outlets

Individual citizens Lobbying groups


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Relationship between Project and the SHs

ProjectManager

PM Team

Project Team

Project Stakeholders

Project

Sponsor


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Managing Stakeholders

Must be identified and managed

Keep them informed of progress or lack of it

Identify especially the champion that sits onthe Money Board


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2.3 Organizational Influences

2.3.1 Organizational Systems

2.3.2 Organizational Cultures

2.3.3 Organizational Structures 2.3.4 The PMO


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On Organizations...

... We trained hard... but it seemed that every

time we were beginning to form into teams, we

would be reorganized... I was to learn later in life

that we tend to meet any new situation byreorganizing; and a wonderful method it can be

for creating the illusion of progress while

producing confusion, inefficiency and

demoralization.

Petronius Arbiter

60AD


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2.3.1 Organizational Systems

Project-based organizations those who perform projects

The projectized organization

Non-project-based organizations Makes PM more difficult

eg Federal Government or any hierarchy

Key point: how does the org treat projects?

If functional departments are rewarded for staffingprojects, be sure they arent parking Beach Bunnies onyour project!


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2.3.2 Organizational Cultures

Is the organization a risk taker?

Is it rigidly hierarchical?

Must match project to culture


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2.3.3 Organizational Structure

Determines Project Structure

We identify 5 types of organizations

1. functional

2. weak matrix

3. balanced matrix

4. strong matrix

5. projectized


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Functional Organization

Functional Manager Functional Manager Functional Manager

Staff

StaffStaff

Staff

Staff

Staff

PHB

Project

Coordination

Staff

StaffStaff

Staff engaged in project activities


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Functional pluses and minuses

Easier management ofspecialists

TM only have 1 boss

Centralized andrationalized resources

Clear career path

The boss trumps theproject

No career path in PM

PM has no authority Projects suffer in general

No project manager(expediter, coordinator)

No home for team


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Matrix Organizations

Weak Matrix

Balanced Matrix

Strong Matrix

Composite

Functional

Projectized


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Matrix pluses and minuses

Highly visible objectives

Improved PM control

More support from

functional orgs

Maximum usage of scarce

resources

Better coordination

Team members have ahome

Not cost effective (too many

people)

More than 1 boss for team

More complex to monitor,control

Resource allocation harder

Need extensive P&P

Higher potential for conflict &duplication of effort


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Weak Matrix Organization


Staff

StaffStaff

Staff

Staff

Staff

PHB

Project

Coordination

Staff

StaffStaff



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Balanced Matrix Organization


Staff

StaffStaff

ProjectManager

Staff

Staff

PHB

Project

Coordination

Staff

StaffStaff



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Strong Matrix Organization

Manager of PMs Functional Manager Functional Manager

Staff

StaffStaff

PM

PM

PM

PHB

Project

Coordination

Staff

StaffStaff



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Composite Organization

Manager of PMs Functional Manager Functional Manager

Staff

StaffStaff

PM

PM

PM

PHB

Project A

Coordination

Staff

StaffStaff


Project B

Coordinatio


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Projectized Organization

Project Manager Project Manager Project Manager

Staff

StaffStaff

Staff

Staff

PHB

Project

Coordination

Staff

StaffStaff


Staff


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Projectized pluses and minuses

Efficient project

organization

Loyalty to project

More effective

communication

Greater job satisfaction

Much more likely tosucceed

No home when project

is done

Less professionalism in

disciplines

Duplication of facilities

and job functions

Less efficient use ofresources

No career path


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Organizational Structure Influences on ProjectsPMBoK page 19

Functional WeakMatrix

Balancedmatrix

StrongMatrix

Projectized

PMs

Authority

Little or

none

Limited Low to

Moderate

Moderate to

High

High to

Total

PMs Time 0% 0-25% 15-60% 50-95% 85-100%

PMs Role Part time Part time Full time Full time Full time

PMs Title Coordinator- Leader

Coordinator- Leader

PM - PO PM PM

Admin

Staff

Part time Part time Part time Full time Full time

OS

Proj Chars


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2.3.4 The PM Office

All the way from Stinky using Excel to an office

of a 1000 engineers


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2.4 Key General Management Skills

2.4 General Management

2.4.1 Leading

2.4.2 Communicating

2.4.3 Negotiating

2.4.4 Problem Solving

2.4.5 Influencing


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2.4 General Management

Financial and accounting, sales and marketing

Strategic planning, tactical operation

Organizational structures, behaviour,

personnel

Managing work relations

Managing oneself Next set are specific to a PM


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2.4.1 Leading

Note difference between leading and managing

Need both

Managing is about producing good results Leading is

Establishing direction

Aligning people Motivating and inspiring

Reducing personnel conflicts


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2.4.2 Communicating

Must be proficient at written and oral

Estimated that 90% of the PMs time is spent

communicating

Internal and external communications

Vertical and horizontal

Note necessity of the PM being the ONLYspokesperson for the team!!


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2.4.3 Negotiating

Necessary to achieve cooperation from others

Networking within the organization

Give so that you can get at a later date

Will negotiate at least Scope, cost, schedule

Changes to above

Contract terms and conditions

Assignments

Resources

People conflicts


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2.4.4 Problem Solving

Problem definition

Decision-making

Is done all the time

You must be FAST at this

Timing is everything


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2.4.5 Influencing

You do this to get things done

Must understand the old patch

Need to exercise both power and politics

Note that both have their evil twin


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2.5 Social Economic Environmental Influences

2.5 General

2.5.1 Standards and Regulations

2.5.2 Internationalization

2.5.3 Cultural Influences

2.5.4 Social Economic Environmental

Sustainability


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2.5 General

You must understand the milieu that you are in


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2.5.1 Standards and Regulations

A standard is a document approved by a

recognized body, that provides, for common and

repeated use, rules, guidelines or characteristics of

products or services with which compliance is notmandatory (ISO)

A regulation is a document, which lays down

product, process or service characteristics,

including the applicable administrative provisions,

with which compliance is necessary (ISO)


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2.5.2 Internationalization

Time-zone differences

National and religious holidays

Telephonic and communications infrastructure


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2.5.3 Cultural Influences

Can sandbag you

Examples from Saudi Arabia (UL?)

and Japan


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2.5.4 Social Economic Environmental Sustainabilit

You can be accountable for impacts resulting

from a project

A civil engineer might dig up some ruins

Environment; putting in a road could ruin a

pristine environment

Documents

The Project Management Context