pmgt training - part 1&2 - presented
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Part 1
• Overview to Project Management
• Project Management Discussion
• Fundamentals of Project Management (from PMBOK)
What is a Project?
� A project is a temporary endeavor undertaken to produce a unique product or service
� Temporary – Definitive beginning and end
� Unique – New undertaking, unfamiliar ground
Temporary UniqueCharacteristics of
Projects
Project Success
Customer Requirements satisfied/exceeded
Completed within allocated time frame
Completed within allocated budget
Accepted by the customer
Project Failure
Scope CreepPoor Requirements
Gathering
Unrealistic planning and scheduling
Lack of resources
What is Project Management
• Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project.
• The purpose of project management is predictionand prevention.
Triple Contraint
Quality
ScopeScope
TimeTime
CostCost
Triple Contraint
• Increased Scope = increased time + increased cost
• Tight Time = increased costs + reduced scope
• Tight Budget = increased time + reduced scope.
Key Areas of Project Management
1. SCOPE MANAGEMENT – Ensuring all the appropriate work within the project scope is completed and only the work within scope is being conducted
2. TIME MANAGEMENT – Schedule Management
3. COST MANAGEMENT – How costs are controlled and incurred costs are paid
4. QUALITY MANAGEMENT – Quality Assurance Plan – How quality control is measured and satisfied
5. HUMAN RESOURCE MANAGEMENT – Development of the project team, reporting structure, resource capacity
Key Areas of Project Management
6. COMMUNICATIONS MANAGEMENT – How project communications will be handled to ensure all project stakeholders are informed
7. RISK MANAGEMENT – Risk Management plan to have all project stakeholders in agreement on how project risks will be handled (aversion, mitigation or assumption)
8. PROCUREMENT MANAGEMENT – Procurement process, contract processes
9. INTEGRATION MANAGEMENT – Integration of all areas of project management to develop a cohesive project plan
1. Scope Management
� Primarily it is the definition and control of what IS and IS NOT included in the project.
1. Scope Management
• Project Scope Management is the process to ensure that the project is inclusive of all the work required, and only the work required, for successful completion.
• Primarily it is the definition and control of what IS and IS NOT included in the project.
2. Time Management
� includes processes required for the timely completion of
a project
� processes include
1. defining activities
2. sequencing activities
3. estimating resource activities
4. estimating duration of activities
5. developing the project schedule
6. controlling the project schedule
3. Issue Management
• Issues are restraints to accomplishing the deliverables of the project.
• Typically identified throughout the project and logged and tracked through resolution.
Rope not thick
Issue… already impacting the cost, time or quality
3. Issue Management
• Issues are restraints to accomplishing the deliverables of the project.
• Issues are typically identified throughout the project and logged and tracked through resolution.
• In this section of the plan the following processes are depicted:� Where issues will be maintained and tracked
� The process for updating issues regularly
� The escalation process
� The vehicle by which team members can access documented issues
4. Cost Management
• This process is required to ensure the project is completed within the approved budget and includes:
Resources
people
equipment
materials
Quantities
Budget
4. Cost Management
• This process is required to ensure the project is completed within the approved budget and includes:� Resource Planning - The physical resources required (people, equipment, materials) and what quantities are necessary for the project
� Budget
� Budget estimates
� Baseline estimates
� Project Actuals
5. Quality Management
• Quality Management is the process that insure the project will meet the needs
“conformance to requirements” - Crosby
“fitness for use” - Juran
“the totality of characteristics of an
entity that bear on its ability to
satisfy stated and implied need’ - ISO 8402:1994
5. Quality Management
• Quality Management is the process that insure the project will meet the needs via:
� Quality Planning, Quality Assurance, and Quality Control
�Clearly Defined Quality Performance Standards
�How those Quality and Performance Standards are measured and satisfied
�How Testing and Quality Assurance Processes will ensure standards are satisfied
�Continuous ongoing quality control
6. Communications Management
• This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information
6. Communications Management
• This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information using:� Communications planning
� Information Distribution
� Performance Reporting
• Define the schedule for the Project Meetings, Status Meetings and Issues Meetings to be implemented
7. Risk Management
• Risk identification and mitigation strategy
• Risk update and tracking
Tree – location, accessibility,
ownership Weather
Risk… POTENTIAL negative impact to project
7. Risk Management
• Risk identification and mitigation strategy
• When\if new risks arise
• Risk update and tracking
8. Procurement Management
• processes to purchase/acquire the products, services or results needed to perform the project work
• includes contract management and change control processes to administer contracts or purchase orders
• processes include:
• planning purchases and acquisitions
• contract planning
• requesting seller responses
• selecting sellers
• contract administration
• contract closure
9. Integration Management
• Define how changes to the project scope will be executed
� Formal change control is required for all of the following
1. Scope Change
2. Schedule changes
3. Technical Specification Changes
4. Training Changes
• All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes
Tea Break
12/01/2013
Continue
12/01/2013
Project Management Discussions
Project Management Discussions
People Skill
To help maintain relationships and manage performance
throughout a project
Be aware of the performance environment
Practice these skills for Project Management Discussions:
• Questioning
• Listening
• Pinpointing
• Giving Feedback
Manage involvement and participation
Project Management Discussions
The Performance Environment is the set of conditions which affect the behavior of the performer
To help promote desirable performance
Project Management Discussions
Project Management Discussion is a conversation between the project manager and others
To clarify or resolve issues
To set expectations or give feedback
Give/Gather information
Gain and test understanding
Determine action
Project Management Discussions are used in all phases of a project,
formally and casually
Project Management Discussions
Questioning Skills
To help gather, clarify and confirm information
Ask open questions to uncover or clarify
Ask closed questions to confirm
Questions to the Void to get more specific or more complete information
Project Management Discussions
Open Questions are questions that prompt answers in phrases or sentences
To gather or clarify new information
Start questions with “What, Where, When, How, Who, Why…”
Listen for many different possible answers
Project Management Discussions
Closed Questions are questions that define the possible answers by the way they are asked
To check answers and show that you understand them
Start questions with “Do, Have, Will, Can, Are, Is…”
Be ready for a long answer even though you expect a short one
Project Management Discussions
Questioning to the void is the set of conditions which affect the behavior of the performer
To make issues specific and easier to work on
Ask:
Turn-around questions
• Re-ask about the answer you get
• Looking for the most specific answer
“What else” questions
• Re-ask the questions in the same form
• Looking for the most complete answer
“The Void” is when you stop making progress
Project Management Discussions
Active Listening is giving attention and providing feedback to the speaker
To ensure clear, open communication
Establish contact
Face the speaker… look at them
Give them time to talk
Ask for clarification if you need it
Acknowledge
Reflect enthusiasm or concern
Rephrase or ask confirming questions
Summarize facts and feelings
Avoid the barriers to listening
Project Management Discussions
Deep Listening is listening for feelings and commitment
To help recognize performance concerns
Use active listening to start
Listen for expressions of feeling
• Tone of voice
• Facial expressions
• “Loaded” words
Test for empathy
Reflect or show your feelings
Ask closed questions to confirm
Project Management Discussions
Pinpointing is describing performance in terms of specific behavior or results
To set clear expectations and give clear feedback
Describe the performance in observable terms
Separate and clarify
Avoid labels and other value laden words
Inferences, generalities, assumptions or judgments
Project Management Discussions
Feedback is information given to others about their performance
To support or improve performance
Spot opportunities
Look for things that have impact
Look for success as well as trouble
Pinpoint what you saw
Describe the impact
Pinpoint what you want
Test for understanding and agreement
Project Management Discussions
Project Meeting
To improve communication
To increase involvement and participation
Pinpoint your reason to meet
Choose who to involve and why
Communicate the time, place and purpose
Separate WHAT you work on from HOW you work
Keep your work visible for the group
Document and distribute results
Project Management Discussions
Project Management Software
Help to guide you to fulfil the Project Management process
Save time and effort during planning and implementation
Easy distribution to team members
Easy setting up of parameters and project rules
Gantt Chart auto creation
Choose and learn Project Management Software
General Management Skills
• Leading
• Communicating
• Negotiating
• Problem solving
• Influencing the organization
Leading
• Establish direction
• Align people
• Motivate and inspire
Communicating
• Written and oral, listening and speaking• Internal, external• Formal, informal • Vertical and horizontal• Customer orientation (listening to the customers needs and requirements)
• Choice of media
• Writing Style
• Presentation techniques
• Meeting management
Communicating
Negotiating
• Conferencing with others to come to terms or reach an agreement
• Assisted negotiation� Arbitration
� Mediation
• Working with the customer to insure needs (project goals) are met
• Insuring customer satisfaction
Negotiation during project life
• Scope, cost, and schedule objectives
• Changes to scope, cost, and schedule objectives
• Contract terms and conditions
• Assignments
• Resources
Problem Solving
• Distinguish between causes and symptoms
• Problems can be� Internal/external
� Technical/managerial
� Interpersonal
Decision making
• Analysis to generate viable solutions
• Can be made or obtained (e.g. from the customer)
• Time relevance (too early or too late may not work)
Influencing the Organization
• Ability to get things done
• Understand the formal and informal structures of all the organizations involved
� The performing organization
� The customer
� Contractors
� Etc.
• Understand the politics.
• “politics is about getting collective action from a group of people who may have different interests. ….use of conflict and disorder creatively.”
• Understand the power. “the potential ability to influence behavior, to change the course of events, to overcome resistance, get people to do things they would not otherwise do.”
Introduction to the PMBOK
• Purpose of the PMBOK- identify and codify good practices
• The team decided what parts of the PMBOK practices to use
PMBOK Defined
• Identifies good practices for a project and project manager
• Even though the PMBOK is ANSI Standard the details of every topic are not elaborated
Purpose of the PMBOK
• Generally recognized practices
• Provides a shared vocabulary and structure for discussion
• The PMBOK is a foundational publication for reference, preparation for certification, standardized training
Projects versus Operations
Projects
� Performed by people
� Constrained by limited resources
� Planned, executed and controlled
� Temporary
� Unique
Operations
• Performed by people
• Constrained by limited resources
• Planned, executed and controlled
• Ongoing
• Repetitive
What is a project?
• Temporary with a beginning and end
• Creates a unique product, service or result
• Progressive elaboration
• Done for a purpose
• Has interrelated activities
Temporary
• Definite beginning and end
• End is reached when the project objectives have been achieved
• Market window
• Ad hoc team
Unique
• Something new
• Size does not matter� New airliner
� Bring a new drug to market
• Requires progressive elaboration
� Progressive
�Proceeding in steps
�Continuing steadily in increments
� Elaboration
�Worked out with care and detail
�Developed thoroughly
The Strategic Plan and Projects
• Market demand for a new product or service
• Organizational effecting a change in structure, staffing, or style of an organization
• Legal requirement
Some Types of Projects
• Developing or acquiring a new or modified information system
• Constructing a Building
• Running a campaign for political office
• Implementing a new business
Related Areas
� Program:
� A group of projects managed to obtain benefits not available from managing them individually
� May involve
�Ongoing operations
�Program managers
What is project management?
• Application of :
� Knowledge
� Skills
� Tools and techniques
� To project activities to meet or exceed stakeholders’ expectations while using resources efficiently and effectively
Managing a project includes:
• Identifying the requirements
• Establishing clear and achievable objectives
• Balancing the competing demands for quality, scope, time, and cost
• Adapting specifications, plans, and concerns of the stakeholders
What is a stakeholder?
• Project manager
• Customer
• Performing organization
• Sponsor
• Team
• Internal/external
• End user
• Society, citizens
The project management team must:
• Identify stakeholders
• Determine their needs and expectations
• Manage and influence those expectations
Meeting Stakeholders’ Objectives
• Balancing competing demands� Scope, time, cost, and quality
� Stakeholders with different needs and expectations
� Identified requirements (needs) and unidentified requirements (expectations)
• PMI does not approve of gold plating
• The Needs of all Stakeholders should be taken into account on all projects
• Stakeholder management is a proactive task
• The project manager must identify all stakeholders and incorporate their needs into the project
PMBOK 9 Knowledge Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Programs and Program Management
• Groups of projects that can be coordinated together to obtain financial and or other gains.
Portfolios and Portfolio Management
• Projects grouped together for strategic management
Program Management Office
• Organization under which projects can be centralized and coordinated
End of Part 1
Thank You
Lunch
12/01/2013
Part 2
• Introduction to Project Life Cycle
Role of a Project Manager
Process Responsibilities People Responsibilities
• Project issues • Disseminating project information•Mitigating project risk • Quality •Managing scope •Metrics •Managing the overall work plan
• Implementing standard processes• Establishing leadership skills• Setting expectations• Team building• Communicator skills
9 Knowledge Areas, 5 Process Groups and 42 Processes
9 knowledge areas Inititing Planning Executing Monitor & Control Closing
1. Project Integration Mgt 1.1 Develop Project Charter 1.2 Develop Proj Mgt Plan 1.3 Di rect & Mana ge Project Execution 1.4 Monitor & Control Project Work
1.5 Perform Integrated Cha nge
Control
1.6 Close project / Pha se
2. Project Scope Mgt 2.1 Col lect Requirement
2.2 Define Scope
2.3 Create WBS
2.4 Veri fy scope
2.5 Control scope
3. Project Time Mgt 3.1 Define activi ties
3.2 Sequence activi ties
3.3 Es timates activi ties resources
3.4 Es timates activi ties dura tion
3.5 Develop schedule
3.6 Control Schedule
4. Project Cost Mgt 4.1 Es timates Cost
4.2 Define Budget
4.3 Control Cost
5. Project Quality Mgt 5.1 Pla n Qual i ty 5.2 Perform Qual i ty Assuarance 5.3 Perform Qual i ty Control
6. Project HR Mgt 6.1 Develop HR Plan 6.2 Aquire project team
6.3 Develop project team
6.4 Mana ge project team
7. Project Comm Mgt 7.1 Identi fy Stakeholders 7.2 Pla n comm 7.3 Dis tribute information
7.4 Mana ge Stakeholder expectations
7.5 Report Performance
8. Project Risk Mgt 8.1 Pla n ri sk mgt
8.2 Identi fy ri sk
8.3 Perform qual i tative ri sk ana lys is
8.4 Perform quanti tative ri sk analys is
8.5 Risk response
8.6 Monitor and control ri sks
9. Project Procurement Mgt 9.1 Pla n procurement 9.2 Conduct procurement 9.3 Adminis ter procurement 9.4 Close procurement
5 Process Groups
Level of Activity and Overlap of Process Groups Over Time
A typical Project Life Cycle - Example
1. Initiation Phase
2. Planning Phase
3. Implementation
Phase
4. Deployment
Phase
5. Closing Phase
1. Initiation Phase - Activities
Main Activities
1. The earliest part of a project when the purpose and requirements are clarified
2. Determine goals, scope and project constraints
3. Identify members and their roles
4. Define communication strategy - channels, methods, frequency and content
5. Risk management identification and assessment
6. Define the need, Return of Investment Analysis
7. Make or Buy Decision - Contract Preparation
8. Project Kick-off
9. Confirm High-level Project Scope
10. Resources Mobilization
11. Set up Project Organization Structure
1. Initiation Phase - Deliverables
1. Project Charter
2. Preliminary Project Plan
3. Project Kick-off Presentation
4. High level Scope of Work (SOW)
5. Contract Draft
6. Project Organization Chart
7. Project Roles and Responsibilities
8. Updated Project Plan
9. Project Risk Management Plan
10.Project Communication Plan
2. Planning Phase - Activities
1. Scope Management Planning
2. Schedule Management Planning
3. Schedule Baseline Development
4. Project Risk Assessment
5. Quality Management Planning
6. Delivery Management Planning
7. Communication Management Planning
8. Project Resource Management Planning
9. Change Control Management Planning
10. Project Cost & Budgeting Planning
Work Breakdown Structure
� For defining and organizing the total scope of a project
� First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope.
� Subsequent levels -represent 100% of the scope of their parent node
2. Planning Phase - Deliverables
1. Scope Management Plan
2. Schedule Management Plan
3. Schedule Baseline
4. Project Risk Management Plan
5. Project Risk Register
6. Quality Management Plan
7. Delivery Management Plan
8. Communication Management Plan
9. Project Resource Management Plan
10. Change Control Management Plan
11. Project Cost & Budget Documentation
3. Implementation Phase - Activities
1. Products and Services Deliveries According To Approved Plan
2. Project Information Distribution3. Progress Reporting4. Project Team Development5. Quality Assurance
3. Implementation Phase - Deliverables
1. Product Deliveries2. Services Deliveries (installation, training, testing
activities, etc)3. Project Communication Documentation (emails, faxes,
technical documents, minutes, etc)4. Progress Reports5. Invoices6. Change Request (if any)
4. Deployment Phase - Activities
1. Performance Measuring and Tracking
2. Quality Control
3. Deliverables Review & Acceptance
4. Contract Performance Monitoring
5. Risk and Problems Management
6. Controlling Project Changes
7. Project Team & Resource Management
8. Project Stakeholders Management
4. Deployment Phase - Deliverables
1. Schedule Progress Update2. Project Issue/Problem Update3. Test Result Documentation4. Approved Change Request (if any)5. Reviewed Documents (if any)
5. Closing Phase - Activities
1. Stage Closure
2. Contract Closure
3. Lessons Learned Collection and Compilation
4. Project Closure
5. Project Hand-over
5. Closing Phase - Deliverables
1. Sign-off Documentation for jobs performed and Installed Products
2. Warranty Commencement Notification of Installed Products or Completed Services
3. Certificate Of Final Acceptance (COA)4. Lessons Learnt Documentation
12/01/2013
End of Part 2
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