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What is a project?
A temporary endeavor that has a specific and unique goal, and usually a budget
Has an end goal: Product/Service/Outcome/Scheduling System
Has a budget
Operations
Work that's the same day after day, producing the same results
Ex: Admitting patients into the hospital
What is project management?
Answers several questions:
What problem are you solving?
How are you going to solve it?
What's your plan for getting the project done?
How can you tell when you are done?
How well did the project go?
Role of project manager
Skills
Technical
Business expertise
Problem-solving
Interpersonal
Leadership
Sphere of Influence
Are the people in your network with whom your option holds some weight.
Could be friends, peers, coworkers, or management
Project management's sphere of influence
closes- to the farthest sphere of influence
You
Project team- people you share information with
Sponsors/Suppliers/Shareholders- found & make decisions
Waterfall Project Management
When each process group occurs one after another, works best when goals are clearly defined
Project is:
Simplicity
Low risk
Familiar technology
Experienced resources
Clear solution of the project
Agile Project Management
A project where you figure out as you go
Iterations produce deliverables at regular intervals
Value delivered sooner
more customer involvement
Small independent team
Developt a detailed plan for each iteration
Monitoring/controlling more closely
Nonclear soluton of the project
Triple constraint concept
Cost/Schedule/Scope/ (Triangle)
Quality (Middle)
If you increase the need or importance of one, the others get stressed and need attention too
Program
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually
Portfolio
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives
Directly aligned with the organization's strategic goals
Project management life cycle
Process Groups:
Initiating
Planning
Executing
Monitoring and Controlling
Closing
Initiating
Define your project, assess scope, resources needed, identify stakeholders, ask for approval
Planning
Answers
What are we going to do?
How are we going to do it?
How will we know when it's done?
Executing
Launch project, put the plan into action
Monitoring and Controlling
Check progress of project
Compare to what was planned- is it off track?
Closing Process
Get client to accept project is complete
Document project performance
Close contracts
Help resources move to next assignment
Knowledge Area
Collection of processes- with their own inputs, outputs, and tools and techniques- that must be completed for project success
Tailoring
Determining the appropriate combination of processes, inputs, tools, techniques, outputs, and life cycle phases to manage a project
Methodology
A system of practices, techniques, procedures, and rules used by those who work in a discipline
Project Success
Answers:
What does success look like?
How will success be measured?
What factors may impact success?
Hierarchy Organizational Structure
PM has almost no authority
Functional manager in charge of budget
Resources do not report to PM
PM has divided responsibilities: project & work
Matrix Organizational Structure
PM has some authority
Resources report to functional and project managers
PM and staff work full time in a strong matrix
3 types of matrix: weak, balanced, strong
Projectized Organizational Structure
PM has almost complete authority
Resources are dedicated to a project
PM and admin staff work full time
Organizational Culture
Set of factors that guide people's behaviors and decisions within an organization
Mission statement
Leadership
Work environment
Navigating Culture
In projects:
Know the boundaries
Respect change management
Respect local culture- people's culture
A company's ongoing operations and maintenance are crucially important for providing a healthy environment for a project's product to be created and delivered. Ongoing operations and maintenance should:
not be viewed as part of a project
All of the following are activities conducted as part of stakeholder management EXCEPT:
Providing extra work to guarantee satisfaction
Who will the project manager ALWAYS report to?
It is entirely dependent on the organizational structure
Initiate
Obtain commitment to start a project
Assign a project manager
Prepare project charter
Project stakeholders
Has a stake in the outcome of your project
Customer
Project Sponsor
Departments
Team Members
Project Customer
Person or group with a problem to solve
Founds the project
Informs what needs to be done
Approves deliverables
Project Sponsor
Wants project to succeed, have enough formal authority to make that happen
Prioritize objectives
Talk to stakeholders
Suggest improvements
Functional Managers (Line Manager)
Achieve department goals
Manage team members
Team Members
Their jobs depend on their assignments and may depend. on how well they perform
Departments
Invested and affected by project outcomes
Stakeholder Analysis
What is their:
Department/Company- how they are connected to the project
Position: where are they in the organization
Advisers: whom do they listen to
Objectives: their goals, requirements
Influence: interest in the project
Project contribution: how did they contribute
Resistance: whom to turn to for thing they need
Project Goal
Defines the end result that the project wants the customer to deliver
Solves the problem
Takes advantage of opportunity
Problem Statement
Clearly defines the problem or opportunity
Project Objectives
Define the project scope, the approach you choose, and the success criteria you have to meet.
Business objectives
Financial objectives
Quality objectives
Technical objectives
Performance
Business objectives
Support organization's goals
Financial objectives
All about money
Increase revenue/Decrease cost
Quality objectives
Specify how good results need to be
Ex: decrease staff infections by 80%
Technical objectives
Technical specifications for equipment
Performance Goal
Finish project before a specific day
Documenting Objectives.
SMART Criteria
S- Specific
M- Measurable
A- Achievable
R- Realistic
T- Time Related
Choose a strategy
- Brainstorming- free flow of ideas, avoid evaluation
- Evaluate- how well does it satisfies the project objectives
-Rate the performance for each objective
-Is this feasible?
-Is this acceptable?
-Does it fit the culture?
Gather requirements
Describe specifically that the project must deliver
Requirement Challenges
Incorrect requirements
Inconsistent requirements
Missing requirements
Unnecessary requirements
Customers don't commit time
Technics to gather information
Interviews
Focus groups
Observe
Surveys
Analyze existing documents
Then
Clarify with stakeholders
Documenting Requirment
Project deliverables
Results the project supposed to deliver
Success Criteria
To determine whether deliverables are what they are supposed to be
Definition of what success looks like
Define scope
Measure progress
Assumptions
Use to fill missing information
Revisit and modify as necessary
Identified assumption, get assumptions out in the open
Risk
A situation or event that might occur
Identified risk early in the project
Project Scope
It describes the boundaries of the project, what is included in the scope of the project, and what isn't included
Get it in writing to avoid scope creep
Reminds stakeholders what was agreed upon
Helps track for change management
Scope Creep
Additional unexpected deliverables
Project Charter
This document authorizes and publicizes the project
Project name
Purpose
High level project description
High level milestone schedule
Rough cost estimate
Stakeholders
Sponsor's suport
PM's-
Name
Responsibilities
Authority
Who provides guidance and support to the project manager regarding matters related to the project?
The project sponsor
You're in the lunchroom at work one day, 3 weeks into the execution of a project you are managing, and your project sponsor approaches you to see if you can squeeze in another feature on his project. This is an example of...
Scope Creep
Project proposals should always begin with the business case and the _____________
Scope statement
What is the general purpose of the Scope Management knowledge area?
Understanding, clarifying, and qualifying what the project team should be working on
Planning out project in detail
Identifying the work that must be done into bite-size pieces (Task)
-Who going to do the task?
-How long will each task take?
-How much does each task cost?
Project Plan
Used over the course of the project
Directs people's tasks
Tracks project's progression
Aids in course corrections
Communicates progress with stakeholders
Change Management Plan
When a new requirement is suggested
1) Identify what you want to control
2) Define a change management process
Consider setting thresholds (small request) and process for emergency changes
Baseline Documents
Versions you control
Project scope
Requirements
Schedule
Project Plan
Define a change management process
Receive change request form
Evaluate change request
Reviewed by the change review board
Track change request
Project Baseline
Approved project documents. It's everything you want to control in the project with change management process
Change request
Any changes to baseline documents
Work Breakdown Structure (WBS)
A hierarchical decomposition of the total scope of work to be carried out by the project team. ( Break the project into smaller pieces)
Help estimate time and cost
Have summary task and work packages
Work Packages
Lowest level sub-tasks in the work breakdown structure
Breakdown in 8-18 hour task
Match to the frequency of status reports
Determining breakdowns in WBS are at the right level
Time and cost are easy to estimate
Status is easy to measure
Task duration are shorter than reporting periods
Details are manageable
Defining work packages
Work packages document- describe the work that needs to be done & how the task is complete in detail
Communication Plan
Identify your audiences, and what do they need and want to know
Communication distribution- how often, the methiods you use, and the formate
Management Stakeholder
Care about a project achieving its objectives.
Later on, they want to know about progress, how much you've spent, and the overall project result.
Project Sponsor
Need to know the objectives
Communicated more often maybe in face to face meetings
Functional Managers
Need to know the skillsets you need, when you need them, and other things like cost constraints. Also well as when those people will be done.
Skillsets
Milestones
Constraints
Schedules
Team Member
Need to know what they're supposed to do.
Assignments
Upcoming tasks
Changes
Best practices
Good communication
Tell your audience why they should pay attention
Make your point before they lose interest
Keep Message relevant
Be positive and proactive
Communication Tips
Listen
Watch for unspoken communication
Keep an open mind
Paraphrase
Email effectively
Change management systems are designed to accomplish which of the following?
Reflect scope changes in baseline and performance measures
Identify expected effects of proposed changes on schedule and budget
Review, evaluate, and approve/disapprove proposed changes formally
Track all changes that are to be implemented
Acceptable approach to organizing tasks into groups
Geographical Locations
Key Work Product
Project Phases
According to best practice, which of the following is a well-worded task?
Install Flooring
You are holding a document that includes the stakeholders' communication requirements; language, format, content and detail of information required by stakeholders; time frame and frequency of communication; and glossary of common terminology used in the project.
What is this document?
Communication Management Plan
Which one of the following is the project management knowledge area that includes processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information?
Project Communications Management