mgt/437 - grot.com project management session #1 university of phoenix 06/15/2004 ... brian smithson...

06/15/2004 MGT/437 #1 -- Brian Smithson 1

MGT/437

Project ManagementSession #1University of Phoenix06/15/2004Brian Smithson


AgendaPersonal introductionsCourse introductionDiscuss syllabusLearning Team setupSession contentReview and preparation for #2


Facilitator introductionBrian Smithson – [email protected] years industry experience10+ years Internet experienceBSEET, Oregon Institute of Technology, 1978MBA, Golden Gate University, 1993PMP, SSCP, CISSP certifiedEngineering, project, product managementSee syllabus and faculty web page for details


Student introductionsYour name ____________Where you work ____________What you do ___________Your experience with project management:

Have you been on managed projects? Have you had project management training? Have you been a project manager?Are you PMP certified, or interested in becoming PMP certified?

Your expectations for this course? ___________


Course Objectives: Week 1Project Management Overview and the Project Planning Process

Recognize the need for project management.Explain the project planning process within organizations.Develop project goals that directly tie to organizational strategic objectives.Compare and contrast various project selection criteria.


Course Objectives: Week 2Scope, Schedule, and Risk

Define project scope.Develop a work breakdown structure to achieve project goals.Produce a Gantt chart and network flow diagram.Conduct a risk assessment.Develop a contingency plan to mitigate risks.


Course Objectives: Week 3Project Resources

Analyze the relationships among organizational culture, project structure and project resources.Identify project resources.Allocate project resources.Create a time-phased project budget.


Course Objectives: Week 4Managing Projects to Achieve Optimal Results

Compare and contrast various performance measurement systems.Create a monitor and control system to achieve project goals.Compare and contrast various conflict resolution techniques.Solve problems related to project under changing conditions.


Course Objectives: Week 5Project Analysis, Evaluation, and Termination

Evaluate project outcomes in terms of the triple constraint.Identify causes associated with project success or failure.Select the appropriate termination process for a project.Analyze the legal and ethical considerations relative to a project.


SyllabusContact informationCourse web site:http://www.grot.com/uophx/MGT437-20040615/

Point values and gradesClassroom policiesAssignment policiesAttendance and participationLate assignments, incompletesFeedbackAcademic integrity and privacyQuestions?


Learning Team setupExisting Teams?Learning Team Charters (due week #2)Learning Team Logs (due each week)

Turn in only one copy of Learning Team LogLearning Team Project

Specified in the Course SyllabusLearning Team paper and presentation (due week #5)


Session #1 contentProject management overviewProject planning processProject goals and strategic objectivesProject selection criteria


Project management overviewDefinition

The application of knowledge skills, tools, and techniques to project activities to meet project requirements. (PMBOK)

Characteristics of projectsA temporary endeavor undertaken to create a unique product, service, or result. (PMBOK)Temporary: definite beginning and definite end.Unique: has not been done before (although repetitive elements may also be involved)

Characteristics and role of a project managerDeals with competing demands for scope, time, cost, risk, and quality.Deals with project stakeholders that have differing needs and expectations


Need for project managementCompetition

InternationalDomestic

Responsiveness to market changesTechnological advancesDemand for customized goodsRegulatory complianceKnowledge explosionOrganizational restructuringManagement directives


Need for project portfolio management

Organizations have more projects to do than resources to accomplish themCorrect choice of which projects to do and which not to do may not be intuitively obviousDocumented selection criteria and decision processes can be validated/invalidated after the fact


Integration of projects in an organization

Projects and project management can be integrated into an organization in several ways

FunctionalWeak MatrixBalanced MatrixStrong MatrixProjectized


Functional Organization

Source: Project Management Institute PMBOK 2000 edition


Weak Matrix Organization



Balanced Matrix Organization



Strong Matrix Organization



Projectized Organization



Characteristics of organizational structures for project management

Organizational Structure Matrix

Project Characteristics Functional Weak Balanced Strong Projectized

Project Manager authority

Little or none

Limited Low to moderate

Moderate to high

High to almost total

% of org. doing full time

project work

Virtually none

0-25% 15-60% 50-95% 85-100%

Project Manager’s role

Part time Part time Full time Full time Full time

Common titles Project coordinator / Project leader

Project coordinator / Project leader

Project Manager / Project Officer

Project Manager / Program Manager

Project Manager / Program Manager

Project management

admin staff

Part time Part time Part time Full time Full time


Project planning process overview

Standard process modelProject introduction

BackgroundStatement of needProject objectivesProject selection criteria

Project task analysisScopeStatement of workWBSTask flow networkCritical pathProject scheduleRisk assessmentContingency plan


Project planning process (2)Resource allocation

Project organizationTask and responsibility matrixResource availability matrix Time-phased project budgetCost account budget allocation

Project evaluation, reporting, and terminationPerformance measurementEvaluationReportingConflict resolution methodologiesTerminationPost evaluation and recommendations


Project planning process (3)Other projects management processes and tools

Resources from professional organizationsProject Management Institute (www.pmi.org)

Microsoft® Project® 2000Other software packagesSpecific industry and organizational process modelsStandard principles non-standard terminologies


Project goals and organizational strategic objectives

Sources for project requirementsMarket demandBusiness needCustomer requestTechnological advanceLegal requirementSocial need

Is it a project?SpecificMeasurableAssignableRealistic/reachTime-related


Project selection criteriaProject criteria

Corporate fitManagement portfolio

Objective/measurableRegulatory complianceProfit modelsScoringWeighted modelsScreening matrix

SubjectivePolitical UrgencyManagement directives

Legal and ethical considerations


Integrating QuestionsDoes a detailed project plan guarantee a successful project? Why or why not?Why is it important to integrate projects within an organization? How is this affected by globalization?


ClosingQuestions?Assignments

Finish week 1 assignments?See the Course Syllabus for assignments

Individual reading assignmentFilm Prioritization case analysis – paper dueBegin your Learning Team project – part 1 of the paper due

See you next week!

mgt/437 - grot.com project management session #1 university of phoenix 06/15/2004 ... brian smithson...

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