Project Management Initiation

1. Project Management Initiation Minder Chen, Ph.D. CSU Channel Islands Minder.chen@csuci.edu

2. Initiating Process Group

3. Develop Project Charter: Inputs and Outputs

4. Project Charter

5. Data Flow Diagrams Used in PMBOK4

6. Project Charter • Develop Project Charter is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations.

7. SOW • The statement of work (SOW) is a narrative description of products or services to be delivered by the project. • For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. • For external projects, the statement of work can be received from the customer as part of a bid document, for example, request for proposal, request for information, request for bid, or as part of a contract.

8. Business Case and Contract • The business case or similar document provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. • A contract is an input if the project is being done for an external customer.

9. Project Charter Output • Project purpose or justification, • Measurable project objectives and related success criteria, • High-level requirements, • High-level project description, • High-level risks, • Summary milestone schedule, • Summary budget, • Project approval requirements (what constitutes project success, who decides the project is successful, and who signs off on the project), • Assigned project manager, responsibility, and authority level, and • Name and authority of the sponsor or other person(s) authorizing the project charter.

10. Identify Stakeholders • Identify Stakeholders is the process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.

11. Identify Stakeholders: Inputs and Outputs

12. Project Boundaries

13. A Typical Project Outline

14. Reward-Risk Matrix for Selecting Projects Source: Paul Roberts, Guide to Project Management, 2007

15. Project Stakeholders • Stakeholders are persons or organizations (e.g., customers, sponsors, the performing organization, or the public), who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. • Stakeholders may also exert influence over the project, its deliverables, and the project team members. • The project management team must identify both internal and external stakeholders in order to determine the project requirements and expectations of all parties involved. • Furthermore, the project manager must manage the influence of the various stakeholders in relation to the project requirements to ensure a successful outcome.

16. Project Stakeholders Source: PMBOK 4, p. 24

17. Project Stakeholders • Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may also exert influence over the project’s objectives and outcomes. • The project management team must identify the stakeholders, determine their requirements and expectations, and, to the extent possible, manage their influence in relation to the requirements to ensure a successful project.

18. Project Stakeholders

19. Project Stakeholders • Positive stakeholders are those who would normally benefit from a successful outcome from the project, while negative stakeholders are those who see negative outcomes from the project’s success. • Negative stakeholders are often overlooked by the project team at the risk of failing to bring their projects to a successful end. Shake hands and kiss babies as necessary and grease the wheels of the bureaucratic machine so that your project has the smoothest ride possible.

20. Customer’s Bill of Right 1. To set objectives for the project and have them followed. 2. To know how long the software project will take and how much it will cost. 3. To decide which features are in and which are out of the software. 4. To make reasonable changes to requirements throughout the course of the project and to know the costs of making those changes. 5. To know the project's status clearly and confidently 6. To be apprised regularly of risks that could affect cost, schedule, or quality, and to be provided with options for addressing potential problems. 7. To have ready access to project deliverables throughout the project. Steve McConnell, Software Project Survival Guide, Microsoft Press, 1998.

21. Project Team’s Bill of Right 1. To know the project objectives and to clarify priorities. 2. To know in detail what product I'm supposed to build and to clarify the product definition if it is unclear. 3. To have ready access to the customer, manager, marketer, or other person responsible for making decisions about the software's functionality. 4. To work each phase of the project in a technically responsible way, especially to not be forced to start coding too early in the project. 5. To approve effort and schedule estimates for any work that the team will be asked to perform. This includes the right to provide only the kinds of cost and schedule estimates that are theoretically possible at each stage of the project; to take the time needed to create meaningful estimates; and to revise estimates whenever the project's requirements change. 6. To have my project's status reported accurately to customers and upper management. 7. To work in a productive environment free from frequent interruptions and distractions, especially during critical parts of the project.

22. Project Constraints/Parameters Balancing the competing project constraints including, but not limited to: • Scope, • Quality, • Schedule, • Budget, • Resources, and • Risk.

23. Scope, Time, and Cost • Scope Management: Identifying what needs to be done • Time Management: Identifying how long it will take to do everything • Cost Management: Identifying how much it costs to get things done

24. Project Triangle Quality  Customer Satisfaction Customer Expectation Features/Functionality/ Requirements/Performance • Resources/Money/Budget • People/Talents • Materials • Facilities Schedule http://en.wikipedia.org/wiki/Project_triangle

25. “Fast - cheap - good: you can have any two.” • The first 90% of a project takes 90% of the time. The last 10% takes the other 90%. • The person who says it will take the longest and cost the most is the only one with a clue how to do the job.

26. Trade-Off Between Costs, Schedule, and Scope Cost High Schedule Fast Good Scope(Quality)

27. Project Trade-off • Scope, quality, time and cost as the four core target functions of project management (as viewed by a project sponsor) or constraints (as viewed by the project manager).

28. Project Life Cycle Variables http://www.maxwideman.com/papers/framework/variables.htm

29. Approaches to Managing a Project

30. The Project Management Process http://www.maxwideman.com/papers/framework/pmbok.htm

31. Combination of Aspects • Doing the wrong thing right is never a success, but doing the right thing even half right could still be a winner http://www.maxwideman.com/papers/framework/success.htm