1 the university of california berkeley extension x470 project management lisa bausell
TRANSCRIPT
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The University of California Berkeley Extension
X470 Project ManagementLisa Bausell
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WelcomeSchedule for today
• 12 to 5 (breaks)• Quick review of the course • UCBX paperwork• Syllabus Review• Introductions• Projects and Project Management• Teams and Teamwork
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X470 Project Management
1 Project Management
Introduction
Project Initiation
2 Project Planning
Scope
Workflow
3 Project Planning
Resources
Finalization
4 Project
Baseline
Monitor & Control
5 Project
Reporting & Communication
Closure
6 Project Management
Review
Presentations
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UC Berkeley Certificate in Project Management
Six project management courses are required to complete the certificate (Student must complete 3 Required courses and select 3 Electives)
Required Courses are:•X470 Project Management •X469.2 Project Leadership & Building High Performing Teams •X471.9 Project Execution & Control
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UC Berkeley Certificate in Project Management
Electives:Student must select 2 of these 3 electives:
•X470.9 Project Scope & Quality Management•X440.4 Project Schedule & Risk Management•X470.3 Project Cost & Procurement Management
Students must select 1 additional elective. There are currently over 20 options.
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UC Berkeley Extension
• Founded in 1891 by the University of California, Berkeley
• 60 certificate programs
• 1,500 courses per year
• 30,000 students per year
• Multiple centers in the Bay Area
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Example Extension Courses• Accounting, Finance, Business Administration• Project Management • Agile Management• Project Management for Biotech• Marketing, Human Resources, Management and
Leadership• Product Development • Woman and Leadership• Effective Writing in the Workplace• Fundamentals of Green Building with LEED• Organic Chemistry• …
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Academic Excellence
• Courses, certificates, and programs approved by UC Berkeley
• Academic Advisory Boards including UC Berkeley faculty and industry experts.
• UC Berkeley-approved instructors with industry experience.
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UC Berkeley Extension Project Management Offerings
• Beginning through advanced level courses • Professional certificates• Specialized and on-site programs
UC Berkeley Extension is a PMI® Registered Education Provider (REP) and all offerings are consistent with the PMI PMBOK® Guide.
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UCBX Paperwork and Attendance
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Syllabus Review
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IntroductionsIntroduce yourself to the class:
• What’s your name?
• What sort of project work do you do?
• What industry do you work in?
• What is your primary objective for this class?
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Project Management Introduction
• Define Projects, Project Management • Define Programs, and Operations • Outline the Goals of Project Management • Becoming a Project Leader• Review PMI and PMBOK® Guide • Define Project and Product Life Cycles• Define Project Organization and Infrastructure • Review UC Berkeley Extension Project
Management Certificate
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* Projects“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.” Triple Constraint
Time (Schedule)
Scope (Deliverable)
Cost (Resources/Budget)
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* Definition of Project Management
“Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.”
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Projects and Programs
“A program is defined as a group of related projects managed in a coordinated way… A project may or may not be part of a program, but a program will always have projects.”
Project
Project Project
Project Project
Program
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Projects and Operations
Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service… Operations are permanent; projects are temporary endeavors
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Goals of Project Management • Meet or exceed stakeholder expectations.
• Achieve project goals, balancing trade-offs such as time, cost, quality, resources, and other constraints.
• Manage change through iterative planning and progressive elaboration.
• Build teamwork, trust, and contributor relationships.
• Establish effective communications.
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Why Do Projects Fail?
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Project Management Challenges
• Unclear or poorly understood objectives
• Excessive schedule pressure
• Insufficient or uncommitted resources
• Unrealistic project complexity
• Shifting priorities and requirements
• Inadequate communication
• …
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Becoming a Project Leader Project Leader’s Primary Responsibilities:
• Achieve project objectives• Establish and lead the team• Manage the project management process
Project Leader vs. Project Contributor• Pragmatism over optimization• Generalist, not a specialist• Succeeds through others; works with people, not things• Most of the job involves communication
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PMI and PMBOK® Guide Project Management Institute (PMI)
• Professional organization for Project managers• Project Management Body of Knowledge
(PMBOK) Guide• Project Management Professional (PMP®
Certification• More than 300,000 members and hundreds of
local chapters worldwide• www.pmi.org
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PMBOK® Guide “Project Management Body of Knowledge”
=Everything there is to know about PM
A Guide to the Project Management Body of Knowledge, Fourth Edition (PMI, 2013)
• Summary; a reference standard revised every 4 years
• 10 knowledge areas• 5 process groups• Free (PDF) to PMI Members
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* PMBOK® Guide Process Groups
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
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PMBOK® Guide Knowledge Areas
4. Project Integration Management5. Project Scope Management6. Project Time Management7. Project Cost Management8. Project Quality Management9. Project Human Resources Management10. Project Communications Management11. Project Risk Management12. Project Procurement Management13. Project Stakeholder Management
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Project Groups and Knowledge Areas
ChartPMBOK Page 61Learn this chart Process Groups and Knowledge areas in order PMBOK Page 61
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X470 Project Management
Topic coverage in UC Berkeley Extension X470 Project Management focuses on basics:
• All PMI Process Groups will be addressed.• Some Knowledge Areas will be covered in
detail, others will not.• Not every Sub-knowledge Area will be included.
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Project and Product Life Cycles
Product life cycles align with project life cycles, but may have phases preceding project work and phases following it.
Typical Product Life Cycle Phases
Strategy/ Project
Selection
Project MonitoringPhases
Project Acceptance
Support Retirement
Typical Project Life Cycle Phases
PlanningPhases
Execute/Build Phases
Test/Evaluate
Closure
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Project Life Cycles• Phased, Stage Gate
For projects that are best managed using a succession of phases; generally best for well-defined, routine project work
• Agile, IterativeFor novel projects that are difficult to define; usually most effective for smaller projects having easily developed interim deliverables
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Development-type Life Cycles(IT, Infrastructure, Reengineering Projects, Product Development Projects)
Requirementsand Planning
Study/Define
Specify/Design
Test/Closure
Enhance/Support
MaturityDevelop/Build
Typical Life Cycle Phases
Alignment of Project Phases and PM Processes
Initiating Processes
Planning Processes
Executing, Monitoring & Controlling
Processes
Closing Processes
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Agile Life Cycles(Cyclic, Evolutionary, Adaptive Methodologies)
Typical Life Cycle Phases
InitiationRelease Planning
Cycle 1 Cycles 2-N Closure Support
Alignment of Project Phases and PM Processes
Initiating Processes
Planning Processes
Executing, Monitoring & Controlling
Processes
Closing Processes
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* Project Organization• Functional (within an organizational
unit)
• Projectized (organized around the project leader)
• Matrix (cross-functional)
• Weak
• Strong
•(Balanced)
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Functional OrganizationTop
Manager
Finance Manager
SupportManager
SalesManager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project Coordination
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“Projectized” OrganizationTop
Manager
Project CManager
Project BManager
Project AManager
StaffStaff
Staff
Staff
Staff Staff
Staff Staff
Staff
Project/ProgramManager
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Weak Matrix OrganizationTop
ManagerProject
Coordinator
ProductionManager
MarketingManager
StaffStaffStaff
Staff Staff
Staff Staff
Staff
Staff
FinanceManager
Staff
Staff
Staff
EngineeringManager
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Strong Matrix OrganizationTop
ManagerProject
Manager
Manager of Project
Managers
ProductionManager
EngineeringManager
Project Manager
StaffStaff
StaffProject Manager
StaffProject Manager
Staff
Staff
MarketingManager
Staff
Staff
Staff
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Project Organization
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QUIZ
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Select Projects and Teams for Class
Teams of 4 or 5
Consider what project you want to work on
Develop Team Operating model
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Team Operating Model
• Team members
• Project name
• Project paragraph
• Team name
• How will you communicate?
• Rotate team lead position
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Team coaching
• Team lead expectations (set tone, agenda? decide break, don’t do all the work, use your style) OK to change order of leads, just tell me.
• PLAN the week – this week and next
• Team expectations (make sure work is done, contribute, what are you best at, check in with people.)
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Project Initiation• Select projects• Develop project charter• Secure project sponsorship• Identify stakeholders • Plan communications• Acquire project team • Define initial project scoping and objective• Establish project priorities• Define a project vision• Conduct a project start-up workshop
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Select ProjectsFactors to consider:
– Justification (problem or opportunity)– Sponsorship (management support)– Capacity (staffing, money, resources)– Urgency– Legal/regulatory compliance– …
Projects are undertaken for a wide range of reasons.
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Project InitiationAt the beginning of a project, seek to answer:
– Why does this project matter?
– Who benefits from this project?
– What project deliverables are required?
– When is the project expected to end?
– How much will be invested in the project?– What are the project priorities and
constraints?
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Develop Project Charter“A project charter is a document that formally authorizes a project and summarizes stakeholder needs and expectations.” (PMBoK 4.1)
– A “Charter” may have many other names, and vary significantly in content and length for different projects.
– A project charter may exist prior to the project leader’s involvement, but if not (or if inadequate), develop one.
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Project Charter ContentProject charters include information such as:
– Project purpose or justification– Project leader/manager– Project sponsor authorizing the work– Measurable objectives and initial requirements– Milestone schedule– Initial budget– Completion criteria– High-level risks
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Identify Stakeholders
“Identifying all people and organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.” (PMBoK 10.1)
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Secure Project SponsorshipProject sponsors are important stakeholders who:
– Authorize the project– Appoint the project leader– Define project priority– Provide or approve resources– Make key decisions and handle escalations– Protect, mentor, and support the project leader and the
team
For most projects, the sponsor is the primary project stakeholder.
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Identifying Project Stakeholders
Other Stakeholders
Core Team• Full-time on project• Involved in planning
and execution
Extended Team• Part-time• Involved in specific
activities
Other Stakeholders• Management• Customers• Users• Vendors• Partners• Regulators• …
Extended Team
ProjectLeader
Core Team
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Document Project Stakeholders
PROJECT LEADER
MANUFACTURING
PROCUREMENTFINANCE
COMPETITORS
REGULATORSIT CUSTOMERS FIELD
SUPPORT
MANAGEMENT
MARKETING VENDORS
QUALITY ASSURANCE
DEPENDENT PROJECT TEAMS
LEARNINGPRODUCTS
R&D
CONTRACTORSSPONSOR
“Molecule” Table
Not all stakeholders are equal.
Stakeholder Interest Impact
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Project Stakeholder Analysis
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Plan Communications
“Determining the project stakeholder information needs and defining a communications approach.” (PMBoK 10.2)
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Project Communications Decisions
Key decisions include:– Project Management Information System (PMIS)– Project meetings– Project status collection– Project reporting– Contributor 1-1 interactions– Sponsor and stakeholder interactions– Project reviews– …
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Acquire Project Team“Confirming human resource availability and obtaining the team necessary to complete project assignments.” (PMBoK 9.2)
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Project Team AnalysisDetermine the skills you will need.
Secure your project team through:– Pre-assignment (aligned with project at start)– Negotiation (acquired from within organization)– Acquisition (hired or contract contributors)
Initial analysis is always subject to revision (progressive elaboration). Adjustments are common when setting the project baseline.
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Project Team RosterName Role and
Responsibility Phone(s) email Location …
Create your roster and keep it updated.
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Project Team Challenges• Cross-functional teams
• Contributors who report to others
• Virtual teams• Geography• Time zone• Language• Culture
• Differing systems, processes, organizations
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Define Initial Project Scoping
• Part of Project Charter
• Initial description of project deliverables based on what your sponsor, stakeholders, customers and users request
• A goal, not a commitment
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Define Project Objective
• Maximum of 25 words • Summary of project
scope, time, and cost• Clear and
understandable• Avoid jargon and
acronyms• Like initial scope, this
is only a target
Time/Schedule
Cost/Resources
Scope/Deliverable
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Project Objective Example“I believe this nation should commititself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. . . . $531 million in thisfiscal year. . . .” J. F. Kennedy, May 25, 1961
The United States will send a manto the moon and return him safely to the earth by December 31, 1969, For approximately $10 billion.
As a “Project Objective:”
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Establish Project Priorities
Time CostScope
Least Flexible
Moderately Flexible
Most Flexible
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Validate Project Objective
Restate the request, and iterate as needed to gain consensus.
Objective and Priorities
Sponsor (And/Or: Customers, Other Stakeholders)
Initial Request
Project Manager/Team
Objective
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Define a Project VisionVision is about why your project matters.
– Describes how the world will be better or different when the project is successfully completed.
– Answers: “What’s in it for me?”– Can motivate the project team.
“[We will create] a motor car for the great multitude. It will be so low in price that no man making a good salary will be unable to own one. The automobile will be taken for granted ... [and we will] give a large number of men employment at good wages.”
- Henry Ford
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Conduct a Start-up Workshop
An event where the project team initiates processes to successfully start the project and begin building teamwork. Workshop benefits:
– Promote common understanding of project goals and priorities
– Create cohesive team– Reduce wasted time, redundant effort– Get a fast start on the project
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Review Homework
• Reading
• Individual Homework
• Team Homework