fundamentals of project management sf discussion v1.0
DESCRIPTION
Fundamental concepts of project managementTRANSCRIPT
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Fundamentals of Project Management
“1 hour spent on planning = 3 hours saved on execution”
Dima Semchuk
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Agenda
1. Overview2. Project failure stats3. PM role4. What is project5. Project phases6. Initiation7. Planning8. Scheduling9. Control
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“General Provision”
• “FOPM” henceforth – the book
• Discuss all stuff in terms of outsourcing
• And in terms of Eleks
• Speak about 100-times familiar things
• May take more than 1 session
• WBS and estimation topics are excluded
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What and Why
Project Management VS General Management
FOPM:
Project – more schedule intensive, and people in project teams don’t report directly to PM, but to general managers.
“Problem scheduled for solution” J.M. Juran
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Project failure statistic (~2001)
Failed / Canceled
Goal / Target Changed
Originally Done
Share 1/3 50% 17%
Lost money $140 billion 63.6 billion 0
USA spent about 140 billion dollars on cancelled projects. Statistically 30% of requirements is actually new work. 2001 year software development magazine.
220 billion / 424 billion = ~52% of effective cost
204 billion dollars was wasted or unexpected costs
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Because of this
Seat-of-the-pants approach
Poor Planning
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So Who is PM?
Do and Apply:
• Knowledge
• Skills
• Tools
• Techniques
To achieve requirements and goals
• Leadership
• Facilitation
• Emotional Intelligence
• Team Building
• Conflict resolution
• Self Motivation
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What PM does?
Common (maybe useless) definition – gets work done by other people.FOPM:• Understands mission and vision of the
organization• Sees how project meshes with organization’s
mission• Ensures that the interests of the organization are
met• Meets project constraints• Deals with people
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People management …
On top – it’s about authority
“Moment of truth”
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Who is Project?
Temporary endeavor undertaken to produce a unique product, service, or result (PMBOK 3)
FOPM constraints:
Scope
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Wrong Phases
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Right Phases
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Wild Enthusiasm
• Problem – gap between where you are and where you want to be.
• Vision – how the problem should be solved. (Musts, Wants, Nice to have)
• Mission – what are we going to do and for whom (Find solution that meets all musts and as many other as possible)
• SMART Goals development
Initiation/Definition Phase
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Planning
• “Scheduling Creativity”
• Strategy
• Tactics
• Logistics
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Planning (seriously)
Input:• Problem, Mission, Vision, Goals• Requirements (ALL types)• DOD• End-item spec • WBS• Schedules• Resources• Control system• Major contributors (Linear
responsibility chart)• Risk areas with contingencies• Change management
Output:
• Signed-off Project plan
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Scheduling (1960’s – Present)
Tips:• 2 ways to schedule• Firstly - schedule what is logistically possible• Person-related estimates
Tools:• Bar chart• Critical path method• Arrow diagram• PERT
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Control
• Macro and micro levels
• Building control system related to mission.
• System should be able to give data for review (current or overall)