principals of pm powerpoint_class1
DESCRIPTION
Principles of Project Management A foundation course to project management terms and practicesTRANSCRIPT
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Principles of
Project Management
An foundation course to project management terms and practices
Bellevue College 2013
Class # 1
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ABOUT THE INSTRUCTOR
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Bill Dow, PMP
23 years in information technology
22 in Project Management
8 years at Microsoft, 10 running large PMOs Instructor of Project Management, currently teaching at
Bellevue College, and has taught in other Colleges in
British Columbia & Ontario, Canada
Strong passion for Project Management, PMOs & ProjectManagement Methodologies.
Author of two Project Management books and severalProject Management articles.
Bill Dow, PMP:
Author of The Tactical Guidefor Building a PMO and co-
author of Project Management
Communications Bible
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Class Introductions
This is the time to tell us about yourself
Tell us the following: Your Name
Current Position
What you want from the course?
Is there any burning questions you have
around Project Management that you wantanswered for this class?
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Class Introductions Class Involvement
Engaged?:
Risk?:
Care about the Content?:
10
10
10
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Class Introductions
Engaged?:
Risk?:
Care about the Content?:
Rate your Class Involvement
On a piece of paper write your involvement based on
these 3 questions from 1 to 10.
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Class Logistics Housekeeping:
Phones, Breaks, Restrooms, Snacks, etc.
Assignments: In-class and Homework
Team members should swap email and phone #so you can communicate outside of the class.
For lively discussions tell us about yourexperiences it will be fun and make the class abetter experience.
Use the Google Group to communicate amongyour class members and instructor.
Note: Failure to not do homework could result in not getting your certificate
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Principles of Project Management
Project Planning and Scheduling
MS Project for Project Managers
Managing Project Communication & Team Dynamics Project Execution, Monitor and Controlling
Principles of Requirements Management
Project Resource Management
Project Process Development & Improvement Project Management Practicum
12 Hours of Electives
*See our website for a current, comprehensive list of electives.
Bellevue College Project
Management Certificate Program
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Divide the room into separate teams into
even groups Name your team
Introduce yourself to other members of
the group Pick a class project It can be anything,but whatever it is, we will be doingexercises towards it throughout the class.
Note: In the 2
nd
class you w ill be creating a stakeholder list, so start thinking
about different types of stakeholders you will have on your project in the 3
rd
class you will be documenting 3 new requirements for this project, so
consider that in the project you pick.
First Exercise Form Teams
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5 mins for this exercise!
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Describe the key concepts and terminology utilizedby the Project Management Institute (PMI).
Identify the purpose, benefits, and key projectoutputs for each of the project managementprocess groups (initiation, planning, execution,monitor and controlling, and closing).
Course Objectives
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Use key tools and techniques to help initiate aproject successfully.
Identify the common project managementorganization designs, influences and authoritylevels that a project manager must navigate whenmanaging a project.
Course Objectives
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Todays Training Agenda
PMIs five ProjectManagementProcess Groups
and the ten ProjectManagementKnowledgeAreas
Describe the keyconcepts andterminology
utilized by theProjectManagementInstitute (PMI)
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Objective 1
Describe the key concepts and
terminology utilized by the
Project Management Institute
(PMI)
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Publishes and updates A Guide to the Project Management Body ofKnowledge (PMBOK
Guide)
Largest PM-certifying body in the world
Bellevue College is a PMI
Registered Education Provider
PMI - Puget Sound Chapter
www.pmi.org www.pugetsoundpmi.org
PMI
Today
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http://www.pmi.org/http://www.pugetsoundpmi.org/http://www.pugetsoundpmi.org/http://www.pmi.org/ -
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Recognized globally for Project Management standards
Certified Associate in Project Management (CAPM):
Project Management Professional (PMP)
and other certifications
Each certification exam requires passing a rigorous test
Depending on Experience Any PMI credential is a good
credential to have
Criteria often changes check the PMI website for the latestchanges that will impact you.
Project Management
Certifications
Each certification exam requires passing a rigorous test
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PMBOK
Guide
A temporary effort, with a definite beginning and end
Produces unique result, which is non-recurring
Progressive elaboration more and more detail added
Others
Goal-oriented & interrelated work that produces deliverables
Has customers and work plan, consumes resources, incurs costs(cost, schedule)
Has expectations & specific objectives (performance)
Involves several departments/functions
What is a Project? Definitions
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A
systematic
way to obtain project success.
Applies a disciplined process to identify and achieve:
Why: purposes, drivers, opportunities
What: objectives, scope
When: timeframe, schedule How: technology, marketing, engineering
Who: program manager, team, stakeholders
Where: target market
How much: budget
How well: measurable criteria
What-if: risk, contingency
What is Project Management?
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Defines the vision, requirements, and scope
Determines the work, resources, and schedule
Manages work to successful completion
The Project Management Process
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Project Management
A temporary effortwith definite beginning and end.
Produces unique resultnon-recurring.
Progressive elaborationmore and more detail added.
General Management
On-going with no clearly defined beginning and end states.
Customer driven
Repeatable
Organization driven
Project Management vs. other types of
management?
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Organizational Project Management
Project Programs Portfolios
Scope
Defined objectives Large scope Organizational scope
Change
Expect change & keep itmanaged
Change from inside andoutside the program
Broader environment
Planning
High-level information High-level plans to guidedetails at component level
Communication relative tothe aggregate portfolio
Management
Meet project objectives Provide vision Manage and coordinate staffor program and project
Success
Measured by product, quality,timeliness and budget
Measured by satisfies theneeds and benefits
Measured in terms ofperformance and benefits
Monitoring
Monitor the work Monitor progress Monitor strategically
Comparative Overview of Project,
Program, & Portfolio Management
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Go to Table 1-1 PMBOK, fifth edition, pg. 8
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Managing shared resources
Identifying and developing project management methodology, bestpractices, and standards.
Coaching, mentoring, training and oversight.
Monitoring compliance management standards, policies, proceduresand templates.
Developing and managing project policies, procedures, templates
and other shared documents.
Coordinating communication across projects
Primary function of a PMO :
Project Management Office
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What are Life Cycle Phases?
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A phaseis a group of logically related activities producinga deliverable, result, or service that is needed for the nextphase.
The PMBOKGuide refers to process groups that can be
easily translated into phases: (PMI Standard)
InitiatingPlanning
Execution & Control
Closing
The phase depicts the timing of major tasks over the life ofa project. While usually completed sequentially, phasescan overlap (e.g., fast tracking).
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Project Life Cycle:Deliverables and Level of Effort
TasksBudgetsResources
SchedulesRisksStaffing
Source SelectionSolicitationEarned ValueChange ManagementQuality Management
LessonsLearned
Dispositionof Resources
GoalsSpecifications
ResponsibilitiesTeams
LOW
HIGH
Initiating Planning Executing, Monitoring & Controlling Closing
Typical Life Cycle Phases
Communication
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Projects are all about the work we do onetime. Whether its designing an aircraft,building a bakery display case, or creating a
business logo, every project produces anoutcome and every project has a beginningand end.
Verzuh pg. 3
Project vs. Operations
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Skill Check 1: Part A
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Quiz 1: multiple choice
10 minutes for students to complete
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Break
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Role of the Project Manager
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Responsibilities &
Competencies
Knowledge
Performance
Personal
Interpersonal Skills
Leadership
Teambuilding
MotivationCommunication
Influencing
Decision Making
Political & cultural awareness
Negotiations
Trust buildingConflict Management
Coaching
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1. Project Assessment by understanding the endproduct/service/result and business case.
2. Develop and present the project plan, in order to obtain approvalto execute the project.
3. Implement the quality management plan.
4. Maximize team performances through leading, mentoring,training, and motivating team members.
5. Manage change to the project scope, schedule, costs via integratedChange Control.
6. Measure project performance and communicate results to thestakeholders.
7. Close the project by obtain financial, legal and administrativeclosure.
What are the most important
functions of a Project Manager?
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Goals & objectives are properly set & accepted (SMART) Resources are available
Work is performed according to the plan
Intermediate results move toward the original goal
Stakeholders are kept abreast of project progress and expectedcompletion
Original goal is still desired
Plan is adjusted to provide guideline for achieving the desired goal
Team is motivated
A Project Manager Ensures That
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Market demand
Solving a business need
At the request of a customer Advances in technology
New laws and regulations
Ecological impacts
Social need
Projects are
typically
initiated as a
result of one or
more of the
following:
Why do projects get initiated?
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PMBOK (fifth ed.), pg 69
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Top ten reasons for project failure
64% of project fail according to a 2012 PMI survey
PMI received wisdom points to the following:- Lack of user involvement
- Poorly defined requirements- Unrealistic timescales or resources- Scope creep- Poorly defined project roles and responsibilities- Inadequate change control- Poor testing- Ineffective project manager- Poor team dynamics & communication- Stakeholder conflict
Top reasons project fail
Bellevue College 2013
64% of projects fail according to a 2012 PMI survey
T 9 C f P j F il
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Top 9 Causes for Project Failure
1. Poor Communication
2. Insufficient resource planning
3. Unrealistic schedules
4. Poor project requirements
5. Lack of stakeholders buy-in6. Undefined success/closure criteria
7. Unrealistic budgets
8. Insufficient or no risk planning
9. Lack of control/change process
28.0%
18%
13.2%
9.8%
6.7%
5.2%
4.8%
4.4%
4.3%
Survey Results
Oth P j t F il S '
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Other Project Failure Survey's
Penn State University Study
Lack of corporate leadership
Poorly communicated deliverables and
goals
Team-related weaknesses Poor project management
Deviation from schedule or budget
Notice that there is no mention of technical
limits
Research from University of Karlsruhe
Poor project management
Uncontrolled soft factors
Absence of change management
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Other Project Failure Survey's
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Skill Check 1: Part B
1. What makes a project manager an effective leader?
2. What makes a project manager an ineffective or poorleader?
3. What skills does a PM need?
4. What is the role of the PM?
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Gather into your teams Take Post-It Note Pad and Write Technical on top of Paper and stick on wall. Take second Post-It Note Pad and Write Social/Personal on top of Paper and
stick on wall.
Be prepared to share with class
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Break
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Objective 2
Identify the project management
processes for the five Project
Management Process Groups and the
ten Project Management Knowledge
Areas
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TQM Total Quality Management by Edward Deming
Demings Plan-Do-Act-Check
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PDAC Video
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What do you think of the video?
Like it? Valuable? Not Valuable?
What is the most valuable lesson you learned from the
video?
The check phase, is there a certain amount of time that
should past before you check the progress?
What is the purpose of the Act phase of this process?
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Demings Plan-Do-Act-Check
Video Discussion
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Initiating Planning Executing
Monitoring
and
Controlling
Closing
Project Management Process Groups
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Go together
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PMIs 1 Project Management
Knowledge Areas
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Which knowledge area is the hardest and most important to manage?
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The Project Management Process(Initiation and Planning)
EARNED VALUE
MANAGEMENT
CHANGE / CONFIGURATION
CONTROL
SCOPE
Performance
CHARTER
(Authority)
Project
Boundaries
Vision
Goal
PROJECT
NEED
WBS
(Work Breakdown Structure)
Tasks
ResourcesDurationsPriorities
Budgets
BAC
(Budget atcompletion)
Applies Calendar dates
for scheduling
Establishes Project
Baseline
PROJECT SCHEDULENETWORK
(A Scheduling Tool)
Project Duration
SlackCritical Path
PROJECT EXECUTION
MONITORING AND CONTROL
TEAM BUILDING
PROJECT CLOSURE
RISK & ISSUE
MANAGEMENT
COMMUNICATION QUALITY MANAGEMENT
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The Project Management Process(Execution, Control, Closing)
EARNED VALUE
MANAGEMENT
CHANGE / CONFIGURATION
CONTROL
BAC
(Budget atcompletion)
Applies Calendar dates
for scheduling
Establishes Project
Baseline
PROJECT SCHEDULE
TEAM BUILDING
RISK & ISSUE
MANAGEMENTCOMMUNICATION QUALITY MANAGEMENT
EARNED VALUE MGMTCV = EV-AC
SV = EV-PV
CPI = EV/AC
SPI = EV/PV
MANAGE
CONTRACTS
BAC
(Budget atcompletion)
PROJECT SCHEDULE
TODAY
EV
AC PV
EAC
MANAGE
PROJECT
CLOSEOUTENSURE CUSTOMER
SATISFACTION
DELIVER FINAL
PROJECT
PROCUREMENTRFI
RFQ
RFP
SELECT
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Charter
Project Management Plan
Scope Statement
Requirements Traceability Matrix
Scope Baseline
Requirements Management Plan
Schedule Management Plan Scope Management Plan
Cost Management Plan
Cost Performance Baseline
Change Management Plan
Human Resource Plan
Risk Management Plan Process Improvement Plan
Project Performance Baseline
Quality Management Plan
Procurement Management Plan
Schedule
WBS
Issue Register
Stake Holder Register
Quality Matrix
Quality Check List Performance Reports
Team Agreement
Risk Register
Resource Calendar
Contracts
Resource Breakdown Structure RACI
RAM
Introduction to some of the
Project Management Deliverables
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Students break into groups of 4 people
Each group grab a deck of projectmanagement process cards
In small groups, place the process cardunder the correct process group.
Use the PMBOK to discuss where each
process card would go among the membersof your group.
Exercise Identify Project
Management Planning Deliverables
Flash Cards
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Quiz 2: Multiple choice and fill in the blanks
10 minutes for students to complete
Skill Check 2
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Class Summary
1. Project Management Profession is taking off andproject managers are becoming more and morevaluable in the execution and controlling of aproject.
2. PMI is the industry leader for project managementguides, processes and recognized around theworld.
3. Follow the PLAN-DO-CHECK-ACT Process whenpossible.
4. PMI has 5 lifecycle processes and 10 knowledgeareas that are applicable to any type of project.
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Read Chapters 1,2 and 3 of the 5th
editionof the PBMOK
Read Chapters 1 & 2 of Eric Verzhuhs FastForward MBA in Project Management
Bring in one concept area that you hadlearned in your reading and be prepared toshare at the start of next class.
Homework