Training Project management#1

Project ManagementProjectManagement

ProjectManagementFrameworks

ProjectManagementFramework

Agenda DefinitionofaProject WhatisProjectManagement WhatisProgramManagement WhatisPortfolioManagement ProjectManagementOffice(PMO) TheTripleConstraints

S k h ld M StakeholderManagement OrganizationStructure

P j t Lif C l P d t Lif C l ProjectLifeCyclevs.ProductLifeCycle Quiz

ProjectManagementFramework 22

WhatisProject? A project is a temporary endeavor undertaken to create a unique

product, service or result. Temporary means that a project has a definite start and end date Temporary means that a project has a definite start and end date. Temporary does not necessarily mean short in duration. A project comes to an end when either its objectives are met orp j j

its objectives can not be met because of various reasons. Project work is different from operational work. Operations is

d i i i i k F l h k f ffidoing ongoing repetitive work. For example, the work of an officereceptionist can be classified as operational.


WhatisProjectManagement? Projectmanagementistheapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiestomeetthe project requirementstheprojectrequirements.

Projectmanagementisaccomplishedthroughtheappropriateapplicationandintegrationofthe42projectmanagementprocesseslogicallygroupedintothe5processgroups.M i P j t t i ll i ManagingaProjecttypicallyrequires:

Identifyingprojectrequirements Managing stakeholders Managingstakeholders Balancingtheprojectconstraints(i.e.cost,time,quality,etc)


etc)

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WhatisProgramManagement? Aprogramisagroupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailable from managing them individuallyavailablefrommanagingthemindividually.

Foragroupofprojectstobeclassifiedasaprogram,theremustbesomevalueaddinmanagingthemtogetherasaprogram.Ifthereisnovalueadd,theyshouldnotbeclassifiedasaprogram.A j t t b t f b t Aprojectmayormaynotbepartofaprogram,butaprogramwillalwayshaveprojects.

Program management focuses on the projectProgrammanagementfocusesontheprojectinterdependenciesandhelpstodeterminetheoptimalapproachformanagingthem.


ProjectManagementOffice ThePMOisanorganizationstructure.Itsnotapersonsuchasa

projectmanager. ThePMOusuallyhasoneofthethreerolesmentionedbelow:y

Providingthepolicies,methodologiesandtools&templatesformanagingprojectswithintheorganization.

Providingsupportandtrainingtoothersintheorganizationonhowtog pp g gmanageprojects.

Providingprojectmanagersfordifferentongoingprojectsintheorganization.

SomeofthefunctionsofaPMOmayinclude: Managinginterdependenciesbetweenprojects Selecting,managing,anddeployingsharedordedicatedprojectresourcesg g g p y g p j Terminatingprojects Coordinatingcommunicationacrossprojects


TripleConstraint


ProjectConstraint NOW!


(source:HeadFirstPMP,1sted.,O'Reilly2007)

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ProjectConstraint NOW! Theideaisthatyouneedtobalancescope(thefeaturesthat

willgointothesoftware,andtheworkneededtobuildthem),time(howlongittakestobuildthesoftware),and), ( g ),cost(inmoneyorhours)inordertogetyourprojecttothelevelqualitythatyouneed.Anytimeyourprojectchanges,you'll need to know how that change affects all threeyou llneedtoknowhowthatchangeaffectsallthreeconstraints.

Thefunnythingaboutthetripleconstraintisthatalotofprojectmanagersdon'tactuallylearnaboutitanymore.Instead,it'sbeenreplacedwithawidersetofprojectconstraints,including(butnotlimitedto)time,cost,scope,, g ( ) , , p ,resources,quality,andrisk.Jennycameupwiththisreallycutegraphicforitwhenwewereworkingonthe


StakeholderManagement Stakeholdersarepeopleororganizationswhoareactivelyinvolvedintheprojectorwhoseinterestsmaybe positively or negatively affected by the performancebepositivelyornegativelyaffectedbytheperformanceorcompletionoftheproject.

Examplesofstakeholdersincludeprojectmanagers,customers,sponsors,thePMO,functionalmanagers,theprojectteam,andoperationsmanagement.St k h ld t i Stakeholdermanagementrequires: Identifyingbothinternalandexternalstakeholders Determining stakeholder requirementsDeterminingstakeholderrequirements Determiningstakeholderexpectations Communicatingwithstakeholders


OrganizationalStructureh h f l b d hTherearethreetypesoforganizationalstructuresbasedontheauthorityoftheprojectmanager.Theyinclude:

Functional:Theorganizationisgroupedbyareasofspecializationwithin different functional areas (e g accounting marketing andwithindifferentfunctionalareas(e.g.accounting,marketing,andengineering).Eachemployeetypicallyreportstoafunctionalmanager.

Projectized: The organization is often grouped by organizationalProjectized:Theorganizationisoftengroupedbyorganizationalunitscalleddepartments.Thesegroupseitherreportdirectlytotheprojectmanagerorprovidesupportservicestothevariousprojects.

Matrix:Thisisorganizationisablendofboththeabovetypes.Theh i f i k i d b l dthreematrixformsarestrongmatrix,weakmatrix,andbalancedmatrix.

Inastrongmatrix,powerrestswiththeprojectmanager.Inaweakmatrix power rests with the functional manager In a balancedmatrix,powerrestswiththefunctionalmanager.Inabalancedmatrix,thepowerissharedbetweenthefunctionalmanagerandtheprojectmanager.


ProjectLifeCyclevs ProductLifeCycle Atypicalproductlifecyclestartswiththeconceptionofthe

productandgoesuntilitswithdrawalfromthemarketorwhenitbecomesobsolete.

Aproductcanrequireorspawnmanyprojectsoveritslife.Forexample,aprojectduringtheproductconceptionphasecouldbeDeterminecustomersneedandaprojectduringtheproductp j g pmaturityphasecouldbeDocompetitoranalysis.

Aprojecthasitsownlifecycle.Thelifecycledependsuponthecontrol needs of the performing organization or the organizationscontrolneedsoftheperformingorganizationortheorganization spreferencedefinedintheirprojectexecutionmethodology.

Forexample,typicallyintheITindustry,theprojectlifecyclecanb R i t A l i Hi h L l D i D t il d D ibeRequirementAnalysis HighLevelDesign DetailedDesignCoding Testing Installation HandovertoOperation.


ProjectFrameWork


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Training Project management#1