welcome to module 1- project management overview

Welcometo

Module 1- Project Management Overview

Instructor: Phyllis Sweeney

Project Management Certificate Program

Project Manager Certificate Program 2

Administrative Items

· Instructor:– Phyllis Sweeney, Senior Director, Microsoft

– Phone Number: 425-703-9671– Email: [email protected]

· Schedule– 5:30 – 6:45 Presentation, class exercises– 6:45 – 7:00 Break– 7:00 – 8:00 Presentation, class exercises

· Can be found at: http://depts.washington.edu/pmclass/· Username: pmclass· Password: pm·

Presentations:

mailto:[email protected]

http://depts.washington.edu/pmclass/


Basic Program Rules:

80% Attendance Required for Each Module

Can only miss 1 class per module, including the last module

Attendance is taken at every class

Class will start promptly at 5:30 and end no later than 8:00 p.m.

Basic Information


Project Management Certificate Program

Fall Quarter Winter QuarterProject Management Overview Cost and Scheduling Fundamentals

Communication Skills Problem SolvingProject Planning Risk Management

Spring Quarter Handouts:

Procurement and Contract Management

Program Outline

Leadership Skills Deliverables List

Project Applications Lifecycle Overview


Project Management Overview Course Description

• General Overview of Project Management• Project Environment/Organizational Structures• Key Definitions and Concepts based on Industry

Standards/PMBOK• Key Business Drivers – Flexibility Matrix• Project Life Cycle• Project Management Processes • Project Manager/Team Roles and Responsibilities

• Projects are determined and teams are set!• Think about “real” projects – non-profit, home improvements,

work projects• Project lasts 9 months – make it fun!


Books Required

· Effective Project Management– Wysocki, R.K., Beck, R., and Crane, D.B.

· PMBOK, Project Management Body of Knowledge – www.pmi.org


Project Management Overview Session Session Description Reading Deliverables DUE

1 Course Introduction Wysocki, Chapter 1

Student Introductions PmBOK, Chapter 1

What is Project Management?

Organizational Structures

Characteristics of Successful Projects

2 Project Life Cycle Wysocki, Chapter 1, Pg 31

Identification of Project Life Cycle Phases

PmBOK, Chapter 2

3 Project Management Processes Wysocki, Chapters 2-11 Assignment 1: Describe Project Lifecycle and Org (Ind)

Organize into Project Teams - POS PMBOK, Chapter 3-12 Teams Determined

Class Time to work on POS


Project Management Overview Session Session Description Reading Deliverables

4 Project Management Processes - continued Wysocki, Chapter 2-11

Planning and Execution PmBOK, Chapter 3-12

5 Project Management Process – continued Wysocki, Chapters 2-11 Assignment 2: Project Overview Statement (TEAM)

Execution, Monitoring and Control PMBOK, Chapter 3-12

6 Project Management Processes Wrap-Up

Control and Close-out Assignment 3: Change Management Process and Form (TEAM)

Wrap Up Assignment 4: Project Management Process Summary (in class) – TEAM

Deliverables For Module 1:


Deliverable Brief Description Due DateIndividual Assignment 1: Project Life Cycle

Provide a project lifecycle and information on current organization.

Session 3

Team Assignment 2:Project Overview Statement (POS)

Provide POS regarding the team project.

Session 5

Team Assignment 3: Change Management Process and Form

Provide change management process including variance levels and form.

Session 6

Team Assignment 4: In class assignment on project management processes.

Session 6

Project Manager Certificate Program

10

Assignment #1: Project Lifecycle1. Assignment #1, due Session 3 (October 8) by 4:00 p.m.

• 3 Pages Maximum• Email Assignment to [email protected]

2. Experience and Class Expectations

3. Organization (1 page)

Overview: • Organizational design (matrix, functional, etc.)

Project Environment/Descriptions:• Number of projects per year• Dollar value range• Typical project duration• Types of projects• Organizational Influences



Assignment #1: Project Lifecycle4. Project Life Cycle Flowchart and Description (1-1/2 pages) – template provided in lecture material

• List at least 4 phases• List at least 4 activities per phase• List major deliverables• Identify major milestones (i.e. - Go/No Go)• No Bar Chart or CPM Schedules


Project Lifecycle Template

Use the template as described above. Hint:• Activity = Verb + Noun• Milestone = Noun + Verb (past tense)• Deliverable = Noun

Phase Major Activities

Major Milestones

Major Deliverables


Team Assignment #2: Document Position Overview Statement (POS)

1. Assignment #2, due Session 5, October 152. Sent via email to Instructor by 4:00 p.m. at

[email protected]• 2 Pages Maximum

2. Team Assignment – Include All Members of Team on Assignment Information

3. Teams must be decided by Session 3, October 84. Use Position Overview Statement Template provided in

lecture material – preparation for 8 month assignment



Team Assignment #3: Change Management Form

1. Assignment #3, due Session 6, October 20• Email to [email protected] by 4:00 P.M.• 1 Page Maximum for form, 2 Pages Maximum for Instructions

2. Team Name (Insert Name in Header) with Individual Team Members Identified

3. Document a Change Management Form the team will be using to identify changes to the sponsor. Details to follow in lecture material.



Team ProjectTeam Rules:

Will work on an 8 month team project No “individual” team projects allowed Students pick teams by Session 3

If 39 students– 7 teams – 3 teams, 5 people each– 4 teams, 6 people each

If 36 students-- 7 teams– 6 teams, 5 people each– 1 team, 6 people each

No Exceptions – Teams May be Asked to Absorb Team Members


Team ProjectAssignment Consists of:

Turning in a Project Notebook The team must demonstrate the use of the tools and techniques

learned in the Certificate Program for a specific project Presentation by team done in the last module Will have peer evaluations Supervisors/Spouses can be invited to attend Important to demonstrate ability to work as a team – no one can

be voted off team Must be a “real” project

Helpful Hint Establish Team Operating Rules that everyone understands and

agrees to


University of Washington Extension – Project Management Certificate Program Team Project Notebook Guide (Page 1 of 2)

Notebook Element Primarily Covered in these Courses

Business CaseCustomer request defined (problem, expected outcomes)Project Proposal/Flexibility Matrix

Project Management Overview

Project Planning Document (POS, Charter, Project Definition) Project Management Overview

Change Management Plan Project Management Overview

Roles and ResponsibilitiesTeam Organization and structure (Responsibility Matrix) and operating rules

Project Planning

Communication Plan (e.g., tools, status reports, meetings, etc.) Communications

Feedback Plan Communications

Work Breakdown Structure (e.g., project and/or product lifecycle, network diagram, work packages)

Project Planning

Project ScheduleTask sequencing & relationships (Gantt and/or Pert Chart)Critical Path

Cost and Scheduling Fundamentals

10/01/03- Rev0

Note: This worksheet represents a guide for the team notebook. If an element is missing, you should provide an explanation as to why. Individual instructors may have additional requirements. Team projects, by their nature, may have additional items.


University of Washington Extension – Project Management Certificate Program Team Project Notebook Guide (Page 2 of 2)

Notebook Element Primarily Covered in these Courses

Resource Estimates (e.g., people, equipment, cost, etc.)Project cost summaryCost allocation/scheduleStaffing requirements & allocationProject cost budgeting

Project Planning

Project Controls (e.g., metrics, tools, milestones, scheduled reviews)Cost/Schedule/Quality in-process measuresAssessing variance to planPert

Project Planning

Project Cost and Scheduling Fundamentals

Problem Solving Planning (Issue Resolution, Process) Problem Solving

Risk Management PlanningProbability and impact matrixRisk assessment and mitigation summary

Risk Management

Procurement Plan Procurement and Contract Management

Project Leadership (Team Building Plan) Leadership Skills

Project Closeout PlanProject Cutover and Delivery PlanProject EvaluationsCustomer Buy-Off/signaturesLessons Learned and Best Practices

Project Planning

Project Applications

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Session 1 Objectives

· Meet and greet each other· Understand different organizational structures and

project impacts· Understand key definitions· Be introduced to three-tiered constraints· Understand the Key Flexibility Matrix· Start to formulate teams

The student will be able to:


Listen closely – you will select teams by Session 3!

Introductions:- Name- Company- PM Experience- Class Expectations- Projects Would Like to Be Involved in

Student Information - Include on Sheet Being Passed Around:

NameEmail AddressEmployerTitleTypes of Project Want to Do

Introductions


WHAT IS PROJECT

MANAGEMENT?

Setting the Stage for Successful Projects

Session 1


Key Definitions What is a Project?A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specification.

– Sequence of Activities– Unique Activities– Complex Activities– Connected Activities– One Goal– Specified Time– Specified Budget– Certain Specifications/Features


Key Definitions

What are some examples of projects?

What are some examples of projects that are really not projects?

What is the difference between a project and a program?


Examples (From Previous Classes):• Wedding (Second marriage, each with children)• Going to the Rose Bowl with no tickets• Developing Word for Windows (Japanese) in 6

months• Implementing 4 day workweeks for nursing staff• Starting a new Science Program in a School District• Converting 35 banks (new signs) in one weekend• Finding a new job after downsizing


Key Definitions

What is a Project?PMBOK: A temporary endeavor undertaken to create a unique product, service, or result.

– What does temporary mean?


Key Definitions

What is Project Management?The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participant satisfaction.

– Art or Science?– How Technical Do You Need to Be?


Key Definitions

What is Project Management?PMBOK: The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project requirements should typically meet stakeholder needs.

– What’s a stakeholder?– Who is a stakeholder?


Key Definitions

What is a Project Manager?Individual appointed with the responsibility for managing the project and implementing project management principles.PMBOK: The person assigned by the performing organization to achieve the project (goal and) objectives.

– What is the difference between responsibility and accountability?


Quality

Scope

Cost Time

Project Parameters

Resources


Key Definitions - Review

What is a Project?A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specification.PMBOK: A temporary endeavor undertaken to create a unique product or service.


Key Definitions - Review What is Project Management?The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participant satisfaction. PMBOK: The application of knowledge, skills, tools, and techniques to project activities in order to meet the project requirements (stakeholder expectations).

What is a Project Manager?Individual appointed with the responsibility for managing the project and implementing project management principles.PMBOK: The person assigned by the performing organization to achieve the project objectives.


Why Do Projects Exist Within Organizations?

· Projects are performed in order to realize some potential advantage for the owner/sponsor

– What are some other reasons?


Why Do Projects Fail in Traditional Organizations?

Lack of dedicated resources to do the “special work”– Extra work in addition to current workload– Project is different than usual work

Departments are setup for recurring or routine tasks

·Lack of project experience– Most companies are not organized for project work

What are some other causes?


Why do Projects Fail in Traditional Organizations?

·No project completion criteria established·Project loses priority – lose sight of original goals·No one seems to be in charge·Schedule is too optimistic·Project plan is not used

– Status is not monitored against plan·Insufficient resources, yet commitments made·No change management process

–Standish Group Report, page 546, Wysocki



· Recognize the project· Utilize project management tools and techniques· Determine program versus project management structure

– Projects must have: Project Owner – Executive Sponsor Project Team Commitment Project Manager Authority Self-managed teams Ability to do “More with Less”

· Understand the organizational structure· Have a clear understanding of the Key Business Drivers –

Flexibility Matrix

Let’s look at some organizational structures…


Functional OrganizationM

F F F

W/PM

W/PMW

W

W WW

WWM = ManagementF = Functional or Line ManagementW = Project Team MemberPM = Project Manager

Responsibility vs. AccountabilityResponsibility vs. Authority


Matrix OrganizationM

F

WW W W

WW

WW

F F

PM W

M = ManagementF = Functional or Line ManagementW = Project Team MemberPM = Project Manager

F

Pros vs. ConsHow do you gain Authority?


Role Definitions for the Matrix OrganizationFunctional Manager

– Who will do the task?– Where will the task be done?– How will the task be done?– How well has the functional input been integrated into the project?

Project Manager:– What is to be done?– When will the task be done?– Why will the task be done?– How much money is available to do the task?– How well has the total project been done?

Adapted from Harold Kerzner


Pure Project OrganizationM

PM PM PM

W

W

W

W WW


W

Everything is a project.


Task ForceM

F F F

W

W

W

W W W


W


Project Management in the 21st Century

To be successful in the 21st Century, an organization must:

– Enhance business performance (Quality, Cost, Time, Scope)

Business Case Justification, ROI

– Be able to measure workforce contribution to the business

Workforce Productivity

– Become “Employer of Choice” and avoid the cost of turnover

Lead to successful projects!



• Understanding Key Business Drivers – the Flexibility Matrix


Flexibility Matrix

Scope

Schedule

Cost

Least Flexible Optimal Most Flexible

Case Study Exercise:

Develop a new shampoo such that the company can recognize revenue 1Q 200x and the budget is $11M.


Project Parameters

Quality

Scope

Cost Time


Project Management: Art or Science?

· The planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives.

· Utilizes the systems approach to management by having functional personnel (vertical hierarchy) assigned to a specific project (horizontal hierarchy)

· Process by which people seek to guide a project to achieve established goals within cost/schedule/feature constraints.

· Project management is perceived as a "Science" because it is supported by charts, graphs, software, and other technical tools.

· Project management is also driven by political, interpersonal, and organizational factors - thus the "Art".


Session 1 Summary

· Understand what a project is· Understand key definitions

– Project– Program

· Be introduced to three-tiered (five) constraints– Scope, Time, Cost/Resources

· Be aware of organizational structures– Functional, Matrix, Project, Task Force

· Understand the Key Flexibility Matrix

welcome to module 1- project management overview

Documents

project lifecycle

sr project manager

project teams pospmbok

itteaching program

class class

basic program rules

class exercises6

years personal