project management module topics

1. Project ManagementModule Topics

3. What Is a Project? �A temporary endeavor undertaken to create a unique product or service.�*

4. Your Turn: What Is Project Management? There are few if any definitive definitions. Project management knowledge is shared understanding of what it takes to deliver products and services effectively. Your definition should evolve and continuously improve with your knowledge and experience collaborating on projects.

5. Module 2: PMI�s Nine Project Management Knowledge Areas

6. PMI�s Nine Project Management Knowledge Areas Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management

7. #1�Project Integration Management Bringing it All Together: Building the Project Plan Project Execution Integrated Change Control Project Management �Nerve Center�

8. #2�Project Scope Management Staying Vigilant in Defining and Containing Scope throughout the Project Project Initiation Scope Planning Scope Definition Scope Verification Scope Change Control

9. #3�Project Time Management Determining What Gets Done and When through: Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control

10. #4�Project Cost Management Planning for Resources Estimating Costs Creating the Budget Managing/Controlling the Budget

11. #5�Project Quality Management Quality Planning Quality Assurance Quality Control

12. #6�Project Human Resource Management Organizational Planning Staff Acquisition Team Development

13. #7�Project Communications Management Keeping Stakeholders Informed (and Involved!) Communications Planning Dissemination of Information Progress Reporting Administrative Closure

14. #8�Project Risk Management Expect the Unexpected! Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Management and Control

15. #9�Project Procurement Management For Projects Using Outside Resources: Procurement Planning Solicitation Planning Solicitation Source Selection Contract Administration Contract Closeout

16. Where to Begin? Look back over your previous project experiences. Chances are, you�ve used a little of each of these nine areas already. The PMBOK merely codifies them and attempts to give us a framework for understanding and applying project management knowledge productively.

17. Your Turn: What We Know Already Look back over your previous experience in project management How many of the nine knowledge areas did you use? (Probably all nine!) Take a quick inventory and point to your most successful application use of that knowledge area. Pick up at least one new tip from others right now!

18. Module 3: The Triple Constraint

19. The Triple Constraint AKA �the triple constraint,� conventional PM wisdom has it that gains on one side of the triangle usually require making concessions on the other two sides. This is generally true, unless it�s possible to improve the delivery process. AKA �the triple constraint,� conventional PM wisdom has it that gains on one side of the triangle usually require making concessions on the other two sides. This is generally true, unless it�s possible to improve the delivery process.

20. Triple Constraint Trade-Offs AKA �the triple constraint,� conventional PM wisdom has it that gains on one side of the triangle usually require making concessions on the other two sides. This is generally true, unless it�s possible to improve the delivery process. AKA �the triple constraint,� conventional PM wisdom has it that gains on one side of the triangle usually require making concessions on the other two sides. This is generally true, unless it�s possible to improve the delivery process.

21. Triple Constraint: Setting Priorities AKA �the triple constraint,� conventional PM wisdom has it that gains on one side of the triangle usually require making concessions on the other two sides. This is generally true, unless it�s possible to improve the delivery process. AKA �the triple constraint,� conventional PM wisdom has it that gains on one side of the triangle usually require making concessions on the other two sides. This is generally true, unless it�s possible to improve the delivery process.

22. Module 4: Risk Management

23. Risk Identification Worksheet Enter risk scenario (how an event could jeopardize project outcome). Rate probability, impact, and degree of control using rating scale of: 1 = Low 2 = Medium 3 = High Compute risk index using formula: If possible, enter financial impact. Determine actions to take: Ignore (do nothing) Eliminate (sidestep) Manage For managed risks, indicate mitigations and contingencies and assign risk manager. Log actions taken as they occur.

24. Giving Risks Priorities

25. Your Turn: Project Risk Scenarios

26. Module 5: Project Selection

27. How Projects Come to Be Project selection can be a difficult process, especially when there are a large number of potential projects competing for scarce dollars. Some selection methods are highly intuitive; others try to add rigor through more scientific selection processes.

28. Sacred Cows and Pressing Needs �Sacred Cow� selection�Senior Management wants it! (it may often turn out well; many visionary projectsstart here) Business opportunity (make more $$$) Savings potential (save $$$) Keeping up with competition (example, many e-commerce projects were in response to competitor�s initiatives) Risk management (examples: disaster recovery initiatives, Y2K) Government or regulatory requirements

29. First Selection Criterion Sanity Check: Does the project fit in with the stated goals of the organization? Which of the following meet this criterion? Why or why not? An environmental group proposes a project to raise money by selling aerosol cans of a powerful new pesticide. A video store chain proposes to develop a web site for ordering and distributing videos. A bank offers a free rifle to anyone opening a new savings account. A restaurant equipment manufacturer decides to introduce a line of high-end refrigerators for the consumer market.

30. Selection Tools

31. Weighted Criteria

32. Weighted Criteria (example, using scale of 1-5)

33. Unweighted Criteria (example, using scale of 1-5)

34. Forced Pair Comparisons for Priorities Allows individuals or groups to rank order lists of candidate projects (or anything, for that matter!) Simple Works well for fewer than 20 items

35. How to Use Forced Pair Comparisons Generate list of items. For project selection, this will be the list of candidate projects. Number the items for identification purposes. Use the grid to compare each item with the other items on the list, circling the item that is the more preferred of the two. (You must make a choice for each pair!) Count the number of times each item was circled and enter its score on the bottom line of the grid. Rank order the list using the scores you have derived. The item with the highest score is #1. The item with the second-highest score is #2. (In case of a tie, you may either do a mini-grid for the tied items, or refer to your original preference when you were circling the items in the grid above.) Use less than a full grid for fewer than 10 items; expand grid for more items.

36. How to Use Forced Pair ComparisonsExample: Middlemarch Ulysses Remembrance of Things Past War and Peace Moby Dick Anna Karenina Pride and Prejudice

37. How to Use Forced Pair ComparisonsExample (continued):

38. How to Use Forced-Pair ComparisonsExample (concluded): Pride and Prejudice Ulysses War and Peace Middlemarch Moby Dick Remembrance of Things Past Anna Karenina

39. Practice Placing Priorities on a Short List

40. Module 6: Work Breakdown Structures

41. Work Breakdown Structures Work Breakdown Structures (WBSs) help organize the activities required to meet the objectives of the project. Focus is on deliverables. May be organized: By phase of the project By component

42. Phase-Based WBS

43. Component-Based WBS

44. Work Packages Lowest level of WBS is called a Work Package if further deconstruction into activities is possible. May be assigned as a subproject May be subordinated into WBS structure for estimating purposes Activities at this level become the basis for time and duration estimates.

45. Sources of Project Activities: Brainstorming

46. More Sources of Project Activities: Templates Don�t reinvent the wheel! As you get more projects underyour belt, work with other project teams to develop templates for WBS�s to use as a starting point. Remember, no two projects are ever exactly alike (remember the �unique� in the definition of a project)! The template should be a starting point�to be tailored to the specific needs of the current project. Even with the time spent in tailoring, templates can be enormous time-savers.

47. Assigning Responsibilities: Responsibility Matrix (Also Known as RACI Chart) Cross-reference of tasks and resources assigned to the project.

48. Module 7: Project Scheduling

49. Network Diagrams andCritical Path Analysis Once you�ve determined the activities for the project and estimated their durations, network diagrams are the next step for creating the project schedule. Two Types: Activity on Arrow (AOA)�nodes on the diagram connect arrows and represent activities Activity on Node (AON)�nodes represent activities that are connected by arrows showing the precedence of activities

50. Network Diagram Example Activity on Arrow (AOA)

51. Network Diagram Example Activity on Node (AON)

52. Your Turn: Party Exercise

53. Networked Tasks

54. Completed Network w/Forward & Backward Pass Calculations

55. Completed Network w/Forward & Backward Pass Calculations

56. Module 8: Project Stakeholders

57. Project Stakeholders �Individuals and organizations that are actively involved in the project, or whose interest may be positively or negatively affected as a result of project execution or project completion.� 2000 PMBOK Guide Short list Project benefactor Project requestor Project manager and team Those affected by the project

58. Project Stakeholders: Partial List of Candidates for Stakeholder Roles Project benefactor and upper management Project sponsor Project office/project advisory boards Executive management Project requestor Project manager and team If a team member has a line manager, he or she is a key stakeholder as well. (They hold the strings for your team member.) Internal Consultants Legal Audit Telecommunications IT infrastructure Quality assurance Human Resources Department External entities affected by the project Customers Vendors Governmental agencies Other regulatory bodies

59. Your Turn: Identifying Project Stakeholders

60. Module 9: Defining Scope

61. Defining Scope Product Scope Versus Project Scope Product Scope: The sum of the features that make up the product or service created by the project. Project Scope: All of the activities and resources required to produce the target product or service.

62. Preliminary Context Diagrams : Deconstruction

63. Scope (Context) Diagrams Defining the End Product

64. Scope (Context) Diagrams Defining the End Product (continued)

65. Scope (Context) Diagrams(applied to project team charged with delivery of the product)

66. Scope (Context) Diagram(applied to project team charged with delivery of the product - continued)

67. Module 10: The Project Life Cycle

68. The Project Life Cycle

69. Project Life Cycles Are Like Snowflakes!

70. �Our� Project Life Cycle

71. Continuous Improvement

72. Module 11: Project Management Software

73. A Word About Tools

74. Module 12: Project Communications

75. Communication Made Simple The Two-Floor Rule Every stakeholder should receive information at just the right level of detail for them. High-level managers won�t want to see all the gory details of the project. Your team members need to see a great deal more. If your level of reporting is appropriate, and one of your stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away.

76. Communication Plan

77. Some Simple Tools

78. Some Simple Tools (continued)

79. Some Simple Tools (continued)

80. Some Simple Tools (continued)

81. And Don�t Forget�

82. Module 13: Project Close

83. You�ve already seen the value of this!

84. Post-Project Review (continued)

85. Post-Project Review (continued)

86. Post-Project Review (continued)

87. Stakeholders Report/Celebration Communicate Results Pinpoint Successes Propose Maintenance/Corrective Measures if needed share contributing success factors present plans for corrective action �Sharpen the Saw� for the future Project Best Practices Celebrate Successes!!!!

88. Module 14: What�s Next?

89. Personal Action Plan

90. Personal Action Plan (continued)

91. Personal Action Plan This plan is your plan and you need not share it with anyone else in the workshop. However, find a colleague with whom you can share your plan. Make this �Project Management In the First Person� and set out to put in place the steps you listed to meet your stated goals. Much success in the future!!

92. Module 15: Bibliography

93. Bibliography Adams, John R., and Campbell, Bryan, Roles and Responsibilities of the Project Manager, 4th Edition, Project Management Institute, 1990 Baker, Sunny and Kim, The Complete Idiot's Guide to Project Management, New York, NY: Alpha Books, 1998. Bennatan, E.M, On Time Within Budget: Software Project Management Practices and Techniques, 3rd Edition, New York, Wiley. 2000. Brooks, Fredrick. The Mythical Man-Month. Addison Wesley. 1995. DeWeaver, Mary F. and Gillespie, Lori C., Real-World Project Management: New Approaches for Adapting to Change and Uncertainty. �New York: Quality Resources, 1997. Dinsmore, Paul C., Human Factors in Project Management. �New York: AMACOM, 1990. Doyle, Michael and Straus, David, How to Make Meetings Work, New York: Jove Books, 1982. Greer, Michael, The Manager's Pocket Guide to Project Management, Amherst, MA: HRD Press, 1999. Greer, Michael, The Project Manager's Partner: A Step-by-Step Guide to Project Management, Amherst, MA: HRD Press, 1996. Haynes, Marion E., Project Management. Crisp Publications, 1989. Laufer, Alexander and Hoffman, Edward J., Project Management Success Stories: Lessons of Project Leadership, New York, Wiley. 2000. Lewis, James P., Fundamentals of Project Management. New York: AMACOM, 1997. Lock, Dennis, Project Management (Sixth Edition). New York: Wiley, 1996.

94. Bibliography Martin, Paula and Tate, Karen. Getting Started in Project Management. New York, Wiley, 2001. Meredith, Jack R. and Mantel, Jr., Samuel J., Project Management: A Managerial Approach. 5th Edition. New York. Wiley. 2003. Penner, Donald. The Project Manager�s Survival Guide. Battelle Press, 1994. Peters, Tom, Reinventing Work: The Project 50: Fifty Ways to Transform Every "Task" Into a Project That Matters. New York. Alfred A. Knopf, 1999. Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- 2000 Edition, 2001. Roberts, W. Leadership Secrets of Attila the Hun. Warner Books, 1987. Schrage, Michael. Shared Minds: The New Technologies of Collaboration. New York: Random House. 1990. Thomsett, R. People and Project Management. Yourdon Press, 1980. Verzuh, Eric. The Fast Forward MBA in Project Management: Quick Tips, Speedy Solutions, and Cutting-Edge Ideas. New York, Wiley. 1999. Wideman, R. Max (Editor). Project and Program Risk Management: A Guide to Managing Project Risks and Opportunities. Project Management Institute, 1992. Wysocki, Robert K. et al, Building Effective Project Teams. New York: Wiley, 2001. Wysocki, Robert K. et al, Effective Project Management. New York: Wiley, 1995.

95. Module 16: The Project Charter

96. The Project Charter The project charter is the project�s �license to do business.� It should come from someone outside the project itself with funding-access, resource-assignment, and decision-making authority sufficient to support the project. This person is usually known as the project sponsor.

97. Why Have a Project Charter? Primary purpose: to get approval to proceed with the project and obtain sufficient approval for resources to move to the next phase of the project. Communicate to stakeholders and other interested parties the mission and objectives of the project. Communicate to the project team what they are expected to accomplish.

98. Project Charter Components* Project Mission Project Scope Project Objectives Project Assumptions Project Constraints Milestones Project Risks Stakeholders Signature Page Granting Authority to Proceed

99. Your Turn: Starting the Charter

100. Module 17: Project Management Maturity Model

101. Project Management Maturity Model (PMMM) PMI defines process improvement as the �Systematic and sustained improvement of processes and thus the products they produce.� The Five Levels of PMMM: Level 1�Initial Process Project management practices are ad hoc and inconsistent within organization. Level 2�Repeatable Process Project management practices are commonly understood and followed, but most knowledge is commonly understood rather than documented. Level 3�Defined Process Project methodology usually in place, with written guidelines for project deliverables and processes. Level 4�Managed Process Systematic collection of project performance data to set baselines for performance goals. Level 5�Optimization Proactive approach applying metrics and best practices to achieve highest level of project excellence.

102. Rewards of PMMM The promise of continuous process improvement through repeatable processes, benchmarking, and optimization: To break the triple constraint and achieve

103. Module 18: SMART Objectives and Project Assumptions

104. Writing SMART Objectives

105. Project Assumptions Almost every lesson includes the reminder �Don�t Assume!!� Turn that around and make it �Document Assumptions!� Don�t expect others to read your mind. Capture as many assumptions as possible to include in your initial project charter. Don�t be surprised if others do not share all your assumptions. This is the time to resolve differences�before the project is underway!