CERTIFIED INTERNATIONAL PROJECT MANAGEMENT PROFESSIONAL Chapter I Intro to Project Management

CERTIFIED INTERNATIONAL PROJECT MANAGEMENT PROFESSIONAL

Chapter I

Intro to Project Management


What is a Project?

All projects have a beginning, a middle and an end.

Beginning Middle End


Beginning Middle End

A definition:

“A temporary endeavor

undertaken to accomplish a

unique purpose”


Project VS Operation

• Operations is work done to sustain the business.

• Operation are permanent endeavors that

produce repetitive outputs.

• A project ends when its objectives have been

reached, or the project has been terminated.

• Projects can be large or small and take a short

or long time to complete.

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Sample of Projects

• Developing a new product / service

• Designing a new transportation vehicle

• Developing or acquiring a new or modified IT

system

• Constructing a building or facility

• Building a water system for a community in a

developing country

5


A target

outcome

A defined life

span

Cross

organisationa

l participation

New or

unique

Time, Cost

and

performance

requirements

The Characteristic of Project


ExplorationsGo on

indefinitely

One team or

one person

working alone

Creating the

same thing

multiple times

No constraints

on time, cost

or

performance

What a project isn’t


The Attributes of PM

– Has a unique purpose.

– Is temporary.

– Is developed using progressive elaboration.

– Requires resources, often from various areas.

– Should have a primary customer or sponsor.

• The project sponsor usually provides the

direction and funding for the project.

– Involves uncertainty.

8


The Advantages of using Formal PM

• Better control of financial, physical, and human resources.

• Improved customer relations.

• Shorter development times.

• Lower costs.

• Higher quality and increased reliability.

• Higher profit margins.

• Improved productivity.

• Better internal coordination.

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CERTIFIED INTERNATIONAL PROJECT MANAGEMENT PROFESSIONAL10

Project and Program Managers

• Project managers work with project sponsors, project

teams, and other people involved in projects to meet

project goals.

• Program: “A group of related projects managed in a

coordinated way to obtain benefits and control not

available from managing them individually.”*

• Program managers oversee programs and often act

as bosses for project managers.

*PMI, A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) (2004), p. 16.


The Triple Constraint

• Every project is constrained in different ways

by its:

– Scope goals: What work will be done?

– Time goals: How long should it take to complete?

– Cost goals: What should it cost?

• It is the project manager’s duty to balance

these three often-competing goals.


The Triple Constraint

of Project Management

Successful project management means

meeting all three goals

(scope, time, and cost)

and satisfying the project’s sponsor!


The Quadruple Constraint

13

Quality

Time

Scope Cost


What is Project Management?

“the application of knowledge, skills,

tools and techniques to project

activities to meet project

requirements.”*

*PMI, A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) (2004), p. 8.


Project Stakeholders

• Stakeholders are the people involved in or affected by project activities.

• Stakeholders include:– Project sponsor

– Project manager

– Project team

– Support staff

– Customers

– Users

– Suppliers

– Opponents to the project


Project Management Framework


The PMBOK’s 9 Knowledge areas

Integration

Management

Scope

Management

Time

Management

Cost

Management

Quality

Management

HR

Management

Communication

Management

Risk

Management

Procurement

Management


Remember this?

•The first four knowledge areas are Core Functions


•The next four knowledge areas are Facilitating Processes

Integration

Management

Time

Management

Cost

Management

Scope

Management

Quality

Management

HR

Management

Risk

Management

Communication

Management

Procurement

Management


Integration

Management

Time

Management

Cost

Management

Scope

Management

Quality

Management

HR

Management

Risk

Management

Communication

Management

Procurement

Management

Inte

gra

tio

n M

an

ag

em

en

t

Pu

llin

gIt

All

To

ge

the

r


Project Management Tools and

Techniques

• Project management tools and techniques assist project

managers and their teams in various aspects of project

management.

• Specific tools and techniques include:

– Project charters, scope statements, and WBS (scope).

– Gantt charts, network diagrams, critical path analyses, critical

chain scheduling (time).

– Cost estimates and earned value management (cost).


Project Portfolio Management

• Many organizations support an emerging

business strategy of project portfolio

management:

– Organizations group and manage projects as

a portfolio of investments that contribute to

the entire enterprise’s success.


Project

Success

Factors

1. Executive support

2. User involvement

3. Experienced project manager

4. Clear business objectives

5. Minimized scope

6. Standard software infrastructure

7. Firm basic requirements

8. Formal methodology

9. Reliable estimates

10. Other criteria, such as small milestones,

proper planning, competent staff, and

ownership

The Standish Group,

“Extreme CHAOS” (2001).


Suggested Skills for

Project Managers• Project managers need both “hard” and “soft” skills.

– Hard skills include product knowledge and knowing

how to use various project management tools and

techniques.

– Soft skills include being able to work with various

types of people.


Hard Skills

Technical skillsSoft Skills

People Skills

Budgeting,

Scheduling,

Documenting

Leading,

Motivating,

Listening,

Empathising

Which ones are most important for projects?


Suggested Skills for

Project Managers

• Communication skills: Listens, persuades.

• Organizational skills: Plans, sets goals, analyzes.

• Team-building skills: Shows empathy, motivates,

promotes esprit de corps.

• Leadership skills: Sets examples, provides vision (big

picture), delegates, positive, energetic.

• Coping skills: Flexible, creative, patient, persistent.

• Technology skills: Experience, project knowledge.


• Define scope of project.

• Identify stakeholders, decision-

makers, and escalation

procedures.

• Develop detailed task list (work

breakdown structures).

• Estimate time requirements.

• Develop initial project

management flow chart.

• Identify required resources and

budget.

• Evaluate project requirements.

• Identify and evaluate risks.

• Prepare contingency plan.

• Identify interdependencies.

• Identify and track critical milestones.

• Participate in project phase review.

• Secure needed resources.

• Manage the change control process.

• Report project status.

Fifteen Project Management Job

Functions*

*Northwest Center for Emerging Technologies, “Building a Foundation for Tomorrow: Skills Standards

for Information Technology,” Belleview, WA, 1999.


They already managed

ages ago!


History of Project Management

• Some people argue that building the Egyptian

pyramids was a project, as was building the Great

Wall of China.

• Most people consider the Manhattan Project to

be the first project to use “modern” project

management.

– This three-year, $2 billion (in 1946 dollars) project

had a separate project and technical managers.


Project Management Office (PMO)

• A PMO is an organizational group responsible for coordinating the

project management function throughout an organization.

• Possible goals include:– Collect, organize, and integrate project data for the entire organization.

– Develop and maintain templates for project documents.

– Develop or coordinate training in various project management topics.

– Develop and provide a formal career path for project managers.

– Provide project management consulting services.

– Provide a structure to house project managers while they are acting in

those roles or are between projects.


Organizational Structure

• Functional Organization

• Projectized Organisation

• Matrix Organization

– Strong Matrix

– Weak Matrix

– Balanced Matrix


The Functional Organization

• Hierarchical

• Bureaucracy – Chain of

Command

• Each functional department

managed independently

• Projects generally within

dept

• HOD is PM

• Cross-Functional projects

– Team members loyal to

functional manager

Staff

Staff

Human

Resources

Staff

Staff

Finance

Staff

Staff

Marketing

Staff

Saff

Information

Technology

CEO


The Projectized Organisation

• Project Managers have ultimate authority

• Supporting departments may report directly to PM

• Teams can be collocated, ieteam members physically work in the same location

• Team members report to PM

• Resource utilisation may be low

• Fear of being out of work after project

Project

Team

Members/

Staff

Project

Manager

Project

Team

Members/

Staff

Project

Manager

Project

Team

Members/

Staff

Project

Manager

Project

Team

Members/

Staff

Project

Manager

CEO


The Matrix Organisation

• Takes advantage of strengths and weaknesses of

both Functional and Projectized Organizations

• Employees report to at least one Functional and one

Project Manager

• Functional Managers have administrative duties

• Project Managers responsible for work assignments

• Communication and Negotiation between Functional

and Project Managers

• Balance of power between Project and Functional

Managers

CERTIFIED INTERNATIONAL PROJECT MANAGEMENT PROFESSIONALPMP Chap 1 - 35

The Strong Matrix

Organization

• Tends towards Projectized

Organization

• Balance of power with

Project Manager

• PM can force Functional

Managers for resources

Project

Manager

Project

Manager

Manager

of Project

Managers

Staff

Staff

Finance

Staff

Staff

Marketing

Staff

Saff

Information

Technology

CEO


The Weak Matrix Organization

• Tends toward Functional

Organization

• Functional Managers have all

the power

• PMs are project coordinators

• PMs have little or no authority

• Functional Managers assign

work

• PM expedites the project Staff/Project

Coordinator

Staff

Human

Resources

Staff

Staff

Finance

Staff

Staff

Marketing

Staff

Saff

Information

Technology

CEO


The Balanced Matrix Organization

• Power balanced

between Project

Manager and

Functional Manager

• Staff are assigned

based on project needs

Project

Manager

Staff

Human

Resources

Staff

Staff

Finance

Staff

Staff

Marketing

Staff

Saff

Information

Technology

CEO


Organizational Structure Influences

on Projects


Project Phases and

the Project Life Cycle

• A project life cycle is a collection of project phases that defines:– What work will be performed in each phase.

– What deliverables will be produced and when.

– Who is involved in each phase.

– How management will control and approve work produced in each phase.

• A deliverable is a product or service produced or provided as part of a project.


More on Project Phases

• In the early phases of a project life cycle:– Resource needs are usually lowest.

– The level of uncertainty (risk) is highest.

– Project stakeholders have the greatest opportunity to influence the project.

• In the middle phases of a project life cycle:– The certainty of completing a project increases.

– More resources are needed.

• In the final phase of a project life cycle:– The focus is on ensuring that project requirements were met.

– The sponsor approves completion of the project.


The Importance of Project Phases

and Management Reviews

• A project should successfully pass through each of the

project phases in order to continue on to the next.

• Management reviews, also called phase exits or kill

points, should occur after each phase to evaluate the

project’s progress, likely success, and continued

compatibility with organizational goals.


PROCESS GROUP

45


46

Project Management

Process Groups….A process is a series of actions directed toward

a particular result…..

PlanMonitor &

Control

ExecutingClose

Initiate


Relationships Among Process

Groups and Knowledge Area

49

../PM Processes Area.ppt

../Project Management Processes.ppt


Project Initiation

• Initiating a project includes recognizing and starting a new project or

project phase.

• Some organizations use a pre-initiation phase, while others include

items such as developing a business case as part of the initiation.

• The main goal is to formally select and start off projects.

• Key outputs include:

– Assigning the project manager.

– Identifying key stakeholders.

– Completing a business case.

– Completing a project charter and getting signatures on it.


Project Initiation Documents

• Business case

• Charter

• Every organization has its own variations of what

documents are required to initiate a project. It’s important

to identify the project need, stakeholders, and main

goals.


Project Planning

• The main purpose of project planning is to guide execution.

• Every knowledge area includes planning information

• Key outputs included in the JWD project include:– A team contract.

– A scope statement.

– A work breakdown structure (WBS).

– A project schedule, in the form of a Gantt chart with all dependencies and resources entered.

– A list of prioritized risks (part of a risk register).


Project Executing

• Project execution usually takes the most time and resources.

• Project managers must use their leadership skills to handle the many challenges that occur during project execution.

• Many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project.

• A milestone report can keep the focus on completing major milestones.


Project Monitoring and Controlling

• Involves measuring progress toward project objectives,

monitoring deviation from the plan, and taking corrective

action to match progress with the plan.

• Affects all other process groups and occurs during all

phases of the project life cycle.

• Outputs include performance reports, requested changes,

and updates to various plans.


Project Closing

• Involves gaining stakeholder and customer acceptance of

the final products and services.

• Even if projects are not completed, they should be formally

closed in order to reflect on what can be learned to

improve future projects.

• Outputs include project archives and lessons learned,

which are part of organizational process assets.

• Most projects also include a final report and presentation

to the sponsor or senior management.

CERTIFIED INTERNATIONAL PROJECT MANAGEMENT PROFESSIONAL Chapter I Intro to Project Management

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