Download
1 / 331
E N D
Project Management by Zeeshan Khan, PMP, PE.
Chapter 1: Introduction PMPs Ahead
PMBoK & Its Purpose • A Guide containing ‘Generally Recognized’ good project management practices • Good Practice: • Applicable to most projects most of the times, and there is a consensus about their value and usefulness • General agreement that the application of knowledge, skills, tools and techniques can enhance the chances of success over many projects • Does Not Mean: That it can be/should be applied uniformly to all projects • Promotes a common vocabulary within the profession
What are Operations • Daily routine work • Continuous/repetitive in nature • Only beginning is known – not the end • Produce the same product repetitively • Examples: • Assembly line • Floor mill • Internet service
What is a Project • Temporary Endeavour • Definite Beginning and End • Unique Product, Service or Result • Examples: • Developing a new product, service, or result • Constructing a building, a manufacturing facility, or infrastructure • Implementing, improving or enhancing business processes/procedures
Projects & Strategic Planning • Projects are often utilized as a means of directly or indirectly achieving objectives within an organization’s strategic plan. Projects are typically authorized as a result of one or more of the following strategic considerations: • Market demand • Strategic opportunity/business need • Social need • Environmental consideration • Customer request • Technological advance • Legal requirement
Project, Program and Portfolio Management • Portfolio: A collection of projects, programs, sub-portfolios, and operations managed as a group to achieve strategic objectives • Program: Comprise of sub-programs, projects, and other work managed in a coordinated fashion in support of the portfolio • Project: A temporary endeavor undertaken to create a unique product, service or result. Individual projects that are either within or outside of a program are still considered part of a portfolio
Project Management • Application of knowledge, skills, tools, and techniques to project activities to meet the project requirements • Accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into 5 Process Groups
Managing a Project • Identifying requirements • Addressing expectations • Maintaining communication • Managing all the stakeholders • Balancing project constraints
Progressive Elaboration • Due to the potential for change, the development of the project management plan is an iterative activity and is progressively elaborated throughout the project’s life cycle • Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available • Progressive elaboration allows a project management team to define work and manage it to a greater level of detail as the project evolves
Tailoring • Appropriate Project Management tools, inputs, tools and techniques • Project is unique, not every process is required • Environment and culture within which project is going to be operated • Project management methodologies may be: • Developed by experts within the organization, • Purchased from vendors, • Obtained from professional associations, or • Acquired from government agencies.
Project Management Office (PMO) • A management structure that standardizes the project-related governance processes and facilitates the sharing of resources • Provide all kinds of project management support functions • Responsible for the direct management of one or more projects
Types of PMO structures • Supportive • Consultative role • Serves as a project repository • Low control • Controlling • Require compliance • Conformance to governance • Moderate control • Directive • Direct management • High control
Operations Management & Project Management • While operations management is different from project management, the needs of stakeholders who perform and conduct business operations are important considerations in projects that will affect their future work and endeavors • Project managers who consider and appropriately include operational stakeholders in all phases of projects, gain insight and avoid unnecessary issues that often arise when their input is overlooked • Operational stakeholders should be engaged and their needs identified as part of the stakeholder register, and their influence (positive or negative) should be addressed as part of the risk management plan
Business Value • Business value is defined as the entire value of the business; the total sum of all tangible and intangible elements • Value may be created through the effective management of ongoing operations • Through the effective use of portfolio, program, and project management, organizations obtain greater business value from their project investments • While not all organizations are business driven, all organizations conduct business-related activities. Whether an organization is a government agency or a nonprofit organization, all organizations focus on attaining business value for their activities
Role of the Project Manager • The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives • The role of a project manager is distinct from a functional manager or operations manager • Typically the functional manager is focused on providing management oversight for a functional or a business unit, and operations managers are responsible for ensuring that business operations are efficient
Responsibilities & Competencies of a PM • In general, project managers have the responsibility to satisfy the task, team and individual needs • A project manager becomes the link between the strategy and the team • Effective project management requires that the project manager possess the following competencies: • Knowledge—Refers to what the project manager knows about project management • Performance—Refers to what the project manager is able to do or accomplish while applying his or her project management knowledge • Personal—Refers to how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints
Interpersonal Skills of a Project Manager • Leadership, • Team building, • Motivation, • Communication, • Influencing, • Decision making, • Political and cultural awareness, • Negotiation, • Trust building, • Conflict management • Coaching
Chapter 2: Organizational Influences on PM PMPs Ahead
Organizational Influences on PM • An organization’s culture, style, and structure influence how its projects are performed. The organization’s level of project management maturity and its project management systems can also influence the project • When a project involves external entities such as those that are part of a joint venture or partnering agreement, the project will be influenced by more than one organization • The following sections describe organizational characteristics, factors, and assets within an enterprise that are likely to influence the project • Organizational Cultures and Styles • Organizational Communications & Structures • Project Governance
Advantage and disadvantage • Functional • Advantages • Easier management of specialists • One supervisor • Clear career path • Disadvantages • People place more emphasis on their functional specialty • No career path in project management • Project manager has little or no authority
Advantage and disadvantage • Projectized • Advantages • Efficient project organization • Loyalty to the project • More effective communication • Disadvantages • No home when project is complete • Lack of specialization in disciplines • May result in less efficient use of resources
Advantage and disadvantage • Matrix • Advantages • Improved project manager control over resources • More support from functional areas • Team members maintain a home • Disadvantages • More than one boss • More complex to control and monitor • Higher potential for conflict
Organizational Process Assets • Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization • Formal and informal plans, processes, policies, procedures, and knowledge bases, specific to and used by the performing organization • Lessons learned and historical information necessary • Organizational process assets may be grouped into two categories: • Processes and procedures • Corporate knowledge base
Enterprise Environmental Factors • Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Examples include: • Organizational culture, structure, and governance; • Geographic distribution of facilities and resources; • Government or industry standards • Infrastructure • Existing human resources • Personnel administration; • Company work authorization systems; • Marketplace conditions; • Stakeholder risk tolerances; • Political climate; • Organization’s communications channels; • Commercial databases • Project management information system
Project Stakeholders • Stakeholders include all members of the project team as well as all interested entities that are internal or external to the organization • The project team identifies internal and external, positive and negative, and performing and advising stakeholders in order to determine the project requirements and the expectations of all parties involved • The project manager should manage the influences of these various stakeholders in relation to the project requirements to ensure a successful outcome • Stakeholders have varying levels of responsibility and authority when participating on a project. This level can change over the course of the project’s life cycle • Some stakeholders may also detract from the success of the project, either passively or actively. These stakeholders require the project manager’s attention throughout the project’s life cycle, as well as planning to address any issues they may raise
Project Success • The success of the project is measured in terms of completing the project within the constraints • To ensure realization of benefits for the undertaken project, a test period can be part of the total project time before handing it over to the permanent operations • Project success should be referred to the last baselines approved by the authorized stakeholders • The project manager is responsible and accountable for setting realistic and achievable boundaries for the project and to accomplish the project within the approved baselines
Project Team • The project team includes the project manager and the group of individuals who act together in performing the work of the project to achieve its objectives • The project team includes the project manager, project management staff, and other team members who carry out the work but who are not necessarily involved with management of the project
Project Life Cycle • A project life cycle is the series of phases that a project passes through from its initiation to its closure • The phases are generally sequential, and their names and numbers are determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application • Projects vary in size and complexity. All projects can be mapped to the following generic life cycle structure • Starting the project, • Organizing and preparing, • Carrying out the project work, and • Closing the project
Project Phases • A project may be divided into any number of phases. A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables • Project phases are used when the nature of the work to be performed is unique to a portion of the project, and are typically linked to the development of a specific major deliverable • Project phases typically are completed sequentially, but can overlap in some project situations
Chapter 3: Project Management Processes PMPs Ahead
Project Management Processes • A process is series of actions or steps taken in order to achieve a particular end (result) • Total processes in PMBoK: 47 • Typically, project management processes looks like:
Knowledge Areas • A knowledge area represents a complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization. 10 knowledge areas a defined in the PMBoK • Project Integration Management • Project Scope Management • Project Cost Management • Project Time Management • Project Quality Management • Project Human Resources Management • Project Communications Management • Project Risk Management • Project Procurement Management • Project Stakeholders Management
Process Groups • The PMBoK Guide describes the nature of project management process in terms of their integration between the processes, their interactions, and the purpose they serve Grouped into five categories, called Process Groups • Initiating • Planning • Executing • Monitoring and Controlling • Closing
