introduction pmp v16

Project Management Professional (PMP)Telecommunication projects

By Qussay K.MohammedTaqi

Iraq-Baghdad 1

Email : [email protected]

Course References

• PMBOK - Project Management Body of Knowledge BOOK Fifth edition.• Celia L.Desmond Project Management for Telecommunication Managers.• Leadership Principles for Project Success by Thomas Juli .

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INTRODUCTION

What is a Project? (1/3)

• It is a temporary endeavor undertaken to create a unique product,service, or result.

q The temporary mean project has a definite beginning and end. The end isreached when:

1- The project's objectives have been achieved .2 - The project is terminated because its objectives will not or cannot be met, or

The need for the project no longer exists(ex:the customer refuses acceptingthe product; there’re some technical issues that can’t be resolved by usingexisting tools and technologies)

.3- If the client (customer) wishes to terminate the project (ex :Budget cuts and

downsizing , Schedule delays)

4- Security issue .

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What is a Project? (2/3)

A project can create a unique product, service, or result :

the difference between cost , time , resources , location ,…,etc

Examples of projects include, but are not limited to:

• Developing a new product, service, or result ( ex : swap sites from2G technology to 3G technology )’

• Constructing a new network ( FTTH , DWDM, Safe city project, ….,etc) .

• Developing or acquiring a new system or modified informationsystem (hardware or software);

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PROJECT EXAMPLES

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What is Project Management? (1/2)

Project management is the apply for knowledge, skills, tools, and techniques of projectactivities to meet the project requirements.

Project management is accomplished through the appropriate application and integration ofthe 47 logically grouped project management processes, which are categorized into 5Process Groups and 13 categories areas .

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Activities

Project Management Process Group and Knowledge Area Mapping

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What is Project Management? (2/2)Balancing the competing project constraints, which include:

■ Scope,■ Quality,■ Schedule,■ Budget,■ Resources.■ Risks.

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Scope Vs. Schedule

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What is a Program?

• A project may or may not be part of program but a program will always have projects.

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• A program is defined as a group of related projects managed in coordinated way toobtain benefits and control not available from managing them individually.

• Programs may include elements of related work outside the scope of the discreteprojects in the program.

What is a Program Management?• Program management is defined as the centralized coordinated management

of a program to achieve the program’s strategic objectives and benefits.• Projects within a program are related through the common outcome or

collective capability.• It focuses on the project interdependencies and helps to determine the optimal

approach for managing them.• Actions related to these interdependencies may include:

■ Resolving resource constraints and/or conflicts that affect multiple projectswithin the program,

■ Aligning organizational/strategic direction that affects project and programgoals and objectives, and

■ Resolving issues and change management within a shared governancestructure.

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Project Management Office (PMO)

• A project management office (PMO) is an organizational body or entity.• PMO is a management structure that standardizes the project-related governance

processes and facilitates the sharing of resources, methodologies, tools, andtechniques.

• The responsibilities of a PMO can range from providing project managementsupport functions to actually being responsible for the direct management of one ormore projects.

• The PMO integrates data and information from corporate strategic projects andevaluates how higher level strategic objectives are being fulfilled.

• The PMO is the natural liaison between the organization’s portfolios, programs,projects, and the corporate measurement systems (e.g. balanced scorecard).

• The projects supported or administered by the PMO may not be related, other thanby being managed together.

• A PMO may have the authority to act as an integral stakeholder and a key decisionmaker throughout the life of each project, to make recommendations, or toterminate projects or take other actions, as required, to remain aligned with thebusiness objectives. In addition, the PMO may be involved in the selection,management, and deployment of shared or dedicated project resources.

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Project Management Office Structures

• There are several types of PMO structures in organizations, each varyingin the degree of control and influence they have on projects within the

organization, such as:■ Supportive. Supportive PMOs provide a consultative role to projects by

supplying templates, best practices, training, access to information andlessons learned from other projects. This type of PMO serves as a projectrepository. The degree of control provided by the PMO is low.

■ Controlling. Controlling PMOs provide support and require compliancethrough various means. Compliance may involve adopting projectmanagement frameworks or methodologies, using specific templates, formsand tools, or conformance to governance. The degree of control providedby the PMO is moderate.

■ Directive. Directive PMOs take control of the projects by directly managingthe projects. The degree of control provided by the PMO is high.

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Project Management Office Functions1) Managing shared resources across all projects administered by the PMO.2) Identifying and developing project management methodology, best practices, and

standards.3) Coaching, mentoring, training, and oversight.

4) Monitoring compliance with project management standards, policies, procedures,and templates by means of project audits.

5) Developing and managing project policies, procedures, templates, and othershared documentation (organizational process assets).

6) Coordinating communication across projects.

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Operations Vs. Project Management

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Operations are ongoing endeavors that produce repetitiveoutputs, Unlike the ongoing nature of operations, projects aretemporary endeavors.

Senior Management• Help prioritize projects and make sure the project manager has the proper

authority and access to resources.

• Issues strategic plans and goals and makes sure that the company's projects arealigned with them.

• May be called upon to resolve conflicts within the organization, with the Sponsor,Customer.

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Project Coordinator• Project coordinators have power to make some decisions, have some authority, and report

to a higher-level manager.• Weaker than a project manager• May not be allowed to make budget decisions or overall project decisions• May have some authority to reassign resources• Acts as the communication link to Senior Management• Found in weak matrix or functional organizations

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Project Stakeholders

• A stakeholder is an individual, group, or organization who may affect, be affected by,or perceive itself to be affected by a decision, activity, or outcome of a project.

•. Stakeholders may be actively involved in the project or have interests that may bepositively or negatively affected by the performance or completion of the project

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Example of StakeholdersThe project team includes the project manager and the group of individuals who act together in performing the work of the

project to achieve its objectives.

q Sponsor. is the person or group who provides resources and support for the project and is accountable for enabling success. Thesponsor may be external or internal to the project manager’s organization. From initial conception through project closure, the sponsorpromotes the project. The sponsor may also be involved in other important issues such as authorizing changes in scope, phase-endreviews, and go/no-go decisions when risks are particularly high.

q Customers. are the persons or organizations who will approve and manage the project’s product, service, or result.

q Users are the persons or organizations who will use the project’s product, service, or result.

q Sellers. also called vendors, suppliers, or contractors, are external companies that enter into a contractual agreement to providecomponents or services necessary for the project.

q Business partners are external organizations that have a special relationship with the enterprise, sometimes attained through acertification process. Business partners provide specialized expertise or fill a specified role such as installation, customization, training,or support.

q Organizational groups are internal stakeholders who are affected by the activities of the project team. Examples of various businesselements of an organization that may be affected by the project include marketing and sales, human resources, legal, finance, operations,manufacturing, and customer service.

q Project manager

q Other stakeholders such as procurement entities, financial institutions, government regulators, subject matter experts, consultants, andothers.

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Project Product or service

Balancing Stakeholder Interests

ü Do not tell customers -NO , when asked about a request.

ü PM should do what they have documented that they want.

ü If they are willing to encounter a delay, or pay more to get the change implemented, that is theirdecision, not yours as the Project Manager.

ü Listen to wishes of the Stakeholders.

ü Figure out what they want, and what the timeframes and cost parameters or constraints mightbe.

Who is a Project Manager?

• The project manager is the person assigned by the performing organization to leadthe team that is responsible for achieving the project objectives.

Note :PM not required to be a technical expert.

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ProjectManager

Skills

Politicaland culturalawareness

Communic--ation

Negotiationlearningfrom failure

CoachingConflict

manageme-nt

Trustbuilding

Decisionmaking

InfluencingMotivationTeambuilding

Resolve

technicalskills

Leadership

ProjectManager

SkillsMotivation

HOW :1- set the targets .2-measure performance .3-celebrate success4-know your team

ProjectManager

Skills

ProjectManager

SkillsLeadership

Include not limited :ü work as one teamü Respect and trustü focusing the efforts of a groupü Competence

ProjectManager

SkillsInfluencing

Include not limited :

> Lead by example, and follow through withcommitments.> Clarify how a decision will be made.> Use a flexible interpersonal style andadjust the style to the

ProjectManager

Skills

Steps :ü Define the Problemü Determine the Causesü Generate Ideasü Select the Best Solutionü Take Action

Resolve

"A project is aproblem

scheduled forsolution."

ProjectManager

SkillsNegotiation


> Analyze the situation.> Differentiate between wants and needs, both theirs and yours.> Focus on interests and issues rather than on positions.> Ask high and offer low, but be realistic.> When you make a concession, act as if you are yielding something of value,

don’t just give in.> Both parties should feel as if they have won. This win-win negotiating style is

preferred but not always achievable. If possible, don’t let the other partyleave feeling as though he or she has been taken advantage of.

> Listen attentively and communicate articulately.

ProjectManager

Skills

Trustbuilding

Some actions project managers can take to help build trust:

> Engage in open and direct communications to resolve problems.> Keep all stakeholders informed, especially when fulfilling

commitments is at risk.> Spend time directly engaged with the team asking non assumptive

questions to gain a better understanding of the situations affectingthe team.

> Be direct and explicit about what you need or expect.> Do not withhold information out of a fear of being wrong but be

willing to share information even if you may be wrong.> Be receptive to innovation and address any issues or concerns in a

forthright manner.> Look beyond your own interests.> Demonstrate a true concern for others and avoid engaging in

pursuits that could be viewed as being detrimental to the interest ofothers.

ProjectManager

Skills

Conflictmanagement

ü Begin from the third story—not your story or the other person’s story, but how animpartial observer would describe the conflict or situation; also could be an alternatestory creating an ideal situation.

ü Explain your purpose and extend an invitation. It is always wise to ask people if it isokay to give them feedback orshare constructive criticism.

ü Explore their story to demonstrate empathic understanding.ü Share your own story that brings personal learnings into the dialogue.ü Take the lead in problem solving.

ProjectManager

SkillsCoaching


ü developing the project team to higher levels of competency and performance.ü formal or informal training may be developed to increase technical skills or assist team-

building efforts and facilitate consistent interpersonal interactions.

ProjectManager

Skills

Some suggested activities to develop the strengths within a team are to:ü Select and identify team members based on clear strengthsü Determine what skills and strengths are needed to achieve the results of

the teamü Start to find out how you can best make an individual’s strengths

contribute to the results the team needs to achieveü Explore what the team need to be good

Teambuilding

ProjectManager

Skills

it's been estimated that project manager's spend 90% of their timeon communication related activities!

Examples of Project CommunicationØ ReportsØ PresentationsØ MeetingsØ EmailØ Phone callØ chatting

Communication

project manager priorities

Problems with priorities :

1- every thing is high priority ( active 1,2,3…..etc. )2-over committing with priority ( yes , sure , …. etc. ) .

Reasons of priority problem :

1-we don’t have organization framework .2-we let guilt rule and afraid to say No .3-we don’t place our self as priority .

Solutions :

1- organization framework .2-priorty work .3-train other and share documents .

Project Success• The success of the project should be measured in terms of completing

the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management.

• Project success should be referred to the last baselines approved by theauthorized stakeholders.

• The project manager is responsible and accountable for setting realistic andachievable boundaries for the project and to accomplish the project within theapproved baselines.

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The reasons project targets not achieve

1- un aligned expectations .2-implementation before project approve .3-inexperanced resources .4-team conflict .5-switching priorities .6-uncontrol

Project Life Cycle

• Every project has a definite start and a definite end, the specificdeliverables and activities that take place in between will varywidely with the project.

• A project life cycle is the series of phases that a project passes through from itsinitiation to its closure.

• The phases can be broken down by functional or partial objectives, intermediateresults or deliverables, specific milestones within the overall scope of work, orfinancial availability.

• Phases are generally time bounded, with a start and ending or control point.• Project life cycles can be one of two approaches :q Predictive or plan-driven life cycle: the product and deliverables are

defined at the beginning of the project and any changes to scope arecarefully managed.

q Adaptive or change-driven life cycle: the product is developed overmultiple iterations and detailed scope is defined for each iteration only asthe iteration begins.

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Project Life Cycle Structure Characteristics

• Cost and staffing levels are low at the start, peakas the work is carried out, and drop rapidly as theproject draws to a close.

• Risk and uncertainty are greatest at the start of theproject.

• The ability to influence the final characteristics ofthe project’s product, without significantly impactingcost, is highest at the start of the project anddecreases as the project progresses towardscompletion.

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Typical Cost and Staffing Levels Across Project Life Cycle

Risk , stockholders and cost effects during life cycle

Project Phases• A project may be divided into any number of phases.• A project phase is a collection of logically related project activities that culminates in the

completion of one or more deliverables.• Project phases are used when the nature of the work to be performed is unique to a portion of

the project, and are typically linked to the development of a specific major deliverable.• A phase may emphasize processes from a particular Project Management Process Group,

but it is likely that most or all processes will be executed in some form in each phase.• Project phases typically are completed sequentially, but can overlap in some project

situations.• The phase structure allows the project to be segmented into logical subsets for ease of

management, planning, and control.• The number of phases, the need for phases, and the degree of control applied depend on the

size, complexity, and potential impact of the project.

Regardless of the number of phases comprising a project all phases have similar characteristics:

Ø Achieving the primary deliverable or objective of the phase requires.Ø The closure of a phase ends with some form of transfer or hand-off of the work product

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Categories of phases

There are two basic categories to consider:

Single-Phase Project

One Approach to Managing the Installation of a Telecommunications Network

about a multi-phase project are the following:

§ Each phase has a different focus§ Each phase is a mini-project in itself that it contains the five process groups of a project.§ The closure of one phase is like the closure of a project. It has to be formally accepted

before the organization can go to the next project.

multi-phase project

Phase-to-Phase Relationships

• Sequential relationship: In a sequential relationship, a phase starts only when theprevious phase is complete.

The stepby-step nature of this approach reducesuncertainty, but may eliminate options for reducing the

overall schedule.

Phase-to-Phase Relationships• Overlapping relationship. In an overlapping relationship, a phase starts prior to

completion of the previous one. This can sometimes be applied as an example ofthe schedule compression technique called fast tracking. Overlapping phasesmay require additional resources to allow work to be done in parallel, may increaserisk, and can result in rework if a subsequent phase progresses before accurateinformation is available from the previous phase.

§ This means that two or more phases go on simultaneously from beginning to end, and thenmust both be completed successfully in order for the next phase to begin. As you wouldexpect, this has even a higher risk than the overlapping project phases would.

parallel project phases

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The differences between the three types of life cycles

Predictive Life Cycles

Predictive life cycles (also known as fully plan-driven) are ones in which the projectscope, and the time and cost required to deliver that scope, are determined as earlyin the project life cycle as practically possible.These projects proceed through a series of sequential or overlapping phases, witheach phase generally focusing on a subset of project activities and projectmanagement processes.The work performed in each phase is usually different in nature to that in thepreceding and subsequent phases, therefore, the makeup and skills required of theproject team may vary from phase to phase.

Iterative and Incremental Life Cycles

Ø Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionallyrepeat one or more project activities as the project team’s understanding of the product increases.

Ø Iterations develop the product through a series of repeated cycles, while increments successively add tothe functionality of the product.

Ø These life cycles develop the product both iteratively and incrementally.Ø Iterative and incremental projects may proceed in phases, and the iterations themselves will be

performed in a sequential or overlapping fashion.Ø During an iteration, activities from all Project Management Process Groups will be performed. At the end

of each iteration, a deliverable or set of deliverables will be completed.Ø Future iterations may enhance those deliverables or create new ones.Ø Each iteration incrementally builds the deliverables until the exit criteria for the phase are met, allowing

the project team to incorporate feedback.Ø In most iterative life cycles, a high-level vision will be developed for the overall undertaking, but the

detailed scope is elaborated one iteration at a time. Often the planning for the next iteration is carried outas work progresses on the current iteration’s scope and deliverables.

Ø The work required for a given set of deliverables may vary in duration and effort, and the project teammay change between or during iterations.

Ø Those deliverables that are not addressed within the scope of the current iteration are typically scoped ata high level only and may be tentatively assigned to a specific future iteration. Changes to the scope ofan iteration are carefully managed once work begins.

Ø Iterative and incremental life cycles are generally preferred when an organization needs to managechanging objectives and scope, to reduce the complexity of a project, or when the partial delivery of aproduct is beneficial and provides value for one or more stakeholder groups without impact tothe final deliverable or set of deliverables.

Ø Large and complex projects are frequently executed in an iterative fashion to reduce risk by allowing theteam to incorporate feedback and lessons learned between iterations.

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Adaptive Life Cycles• Adaptive life cycles (also known as change-driven or agile methods) are intended to respond

to high levels of change and ongoing stakeholder involvement.• Adaptive methods are also iterative and incremental, but differ in that iterations are very rapid

(usually with a duration of 2 to 4 weeks) and are fixed in time and cost.• Adaptive projects generally perform several processes in each iteration, although early

iterations may concentrate more on planning activities.• The overall scope of the project will be decomposed into a set of requirements and work to be

performed, sometimes referred to as a product backlog.• At the beginning of an iteration, the team will work to determine how many of the highest

priority items on the backlog list can be delivered within the next iteration.• At the end of each iteration, the product should be ready for review by the customer. This

does not mean that the customer is required to accept delivery, just that the product shouldnot include unfinished, incomplete, or unusable features.

• The sponsor and customer representatives should be continuously engaged with the projectto provide feedback on deliverables as they are created and to ensure that the productbacklog reflects their current needs.

• Adaptive methods are generally preferred when dealing with a rapidly changing environment,when requirements and scope are difficult to define in advance, and when it is possible todefine small incremental improvements that will deliver value to stakeholders.

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What is a Process?

• A process is a set of interrelated actions and activities performed to achieve aprespecified product, result, or service.

• All the processes fall within one of the 10knowledge areas.

• Each process is characterized by:■ Inputs■ Tools and Techniques■ Outputs

Below example :

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Knowledge Areas

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Project Management Process Groups

The Project Management Framework: TheFive Process Groups

1- Initiation2- Planning3- Executing4- Controlling5- Closing

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Project Management Process Group and Knowledge Area Mapping

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Ø These five Process Groups have clear dependencies and aretypically performed in each project and highly interact with one another.

Ø These five Process Groups are independent of application areas or industryfocus.

Ø Individual Process Groups and individual processes are often iterated prior tocompleting the project and can have interactions within a Process Group andamong Process Groups.

Ø The nature of these interactions varies from project to project and may or maynot be performed in a particular order.

Ø The project management processes are linked by specific inputs and outputswhere the result or outcome of one process becomes the input to anotherprocess but not necessarily in the same Process Group.

The Process Groups are not project life cycle phases. In fact, it is possiblethat all Process Groups could be conducted within a phase.

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§Feasibility§Appoint Architect§Project Manager§Goals

§Building Plan§Estimation§Funding§Govt Approval§Schedules§Budget§Resources§Risks§Staffing

§Construction§Sub-contractor management§Commissioning§Managing Resources§Managing Changes

§Completion Certificate§Contract Closure§Administrative Closure§Hand Over


Initiating Process Groupq The Initiating Process Group consists of those processes performed to define a new project

or a new phase of an existing project by obtaining authorization to start the project or phase.

q The Initiating processes:ØThe initial scope is definedØInitial financial resources are committed.ØInternal and external stakeholdersØThe project manager will be selected.

When the project charter is approved, the project becomes officially authorized.Although the project management team may help write the project charter,

Planning Process GroupØ The Planning Process Group consists of those processes performed toØ establish the total scope of the effort, define and refine the objectives,Ø and develop the course of action required to attain those objectives.Ø The Planning processes develop the project management plan and theØ project documents that will be used to carry out the project.Ø The complex nature of project management may require the use of repeatedØ feedback loops for additional analysis.Ø As more project information or characteristics are gathered and understood, additional planning

will likely be required. Significant changes occurring throughout the project life cycle trigger aneed to revisit one or more of the planning processes and possibly some of the initiatingprocesses (progressive elaboration).

Ø The key benefit of this Process Group is to delineate the strategy and tactics as well as thecourse of action or path to successfully complete the project or phase. When the PlanningProcess Group is well managed, it is much easier to get stakeholder buy-in and engagement.These processes express how this will be done, setting the route to the desired objective.

Ø The project management plan and project documents developed as outputs from the PlanningProcess Group will explore all aspects of the scope, time, cost, quality, communications, humanresources, risks, procurements, and stakeholder engagement.

Executing Process GroupØ The Executing Process Group consists of those processes performed to complete

the work defined in the project management plan to satisfy the projectspecifications.

Ø This Process Group involves coordinating people and resources, managingstakeholder expectations, as well as integrating and performing the activities of theproject in accordance with the project management plan.

Ø During project execution, results may require planning updates and re baselining.This may include changes to expected activity durations, changes in resourceproductivity and availability, and unanticipated risks.

Ø The results of the analysis can trigger change requests that, if approved, maymodify the project management plan or other project documents and possiblyrequire establishing new baselines.

A large portion of the project’s budget will be expended in performing theExecuting Process Group processes.

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Monitoring and Controlling Process GroupØ The Monitoring and Controlling Process Group consists of those processes

required to track, review, and orchestrate the progress and performance of theproject; identify any areas in which changes to the plan are required; and initiate thecorresponding changes.

Ø The key benefit of this Process Group is that project performance is measured andanalyzed at regular intervals, appropriate events, or exception conditions to identifyvariances from the project management plan. The Monitoring and ControllingProcess Group also involves:

q Controlling changes and recommending corrective or preventive action inanticipation of possible problems,

q Monitoring the ongoing project activities against the project management planand the project performance measurement baseline.

This continuous monitoring provides the project team insight into the health ofthe project and identifies any areas requiring additional attention.

Closing Process Group

Ø The Closing Process Group consists of those processes performed to conclude allactivities across all Project Management Process Groups to formally complete theproject, phase, or contractual obligations.

Ø This Process Group, when completed, verifies that the defined processes arecompleted within a l of the Process Groups to close the project or a project phase,as appropriate, and formally establishes that the project or project phase iscomplete.

Ø This Process Group also formally establishes the premature closure of the project(aborted projects, and cancelled projects)

Ø In specific cases, when some contracts cannot be formally closed (e.g. claims,termination clauses, etc.) or some activities are to be transferred to otherorganizational units, specific hand-over procedures may be arranged and finalized.

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Initiation Planning Executing andcontrolling Closing

Ø Business opportunity Ø Project charterØ Lessons learned

Ø Project charterØ Project management

plan and documents

Ø Performance resultsØ Project progressØ Deliverables

Steps :1- know your project2-set Vision3-create charter4-get formal sign off .5-great project notebook.6- build relationships

Steps :1-have I/P( charter andlessons ) .2-project management planwithin scope ,time , cost,..etc. ( use templates ).3-determind risks , resourcesand paths .4-create communication(everyone should know plan )5-implementation processes6- create and updatetemplates .7-setup repository ( server fordocuments ).

Executing Steps :1-have I/P.2-Go..GO3-communication timely4-Meeting5-address issues , risks andrecourses .6-manage ( scope , time andcost )7-take sign from customerfor any change .8-get status reports .controlling steps :1-moniter implementation .2-compare actualperformance with plan ( usecheck list ) .3-maintanace and clearsnags .4-provide update of costand time .

steps :1-have I/P2-get usersacceptance and allapproval (ATP andFTP)3-handover4-get final statusreports5-celebrate

introduction pmp v16

Leadership & Management