1

The University of California Berkeley Extension

     

X470 Project ManagementLisa Bausell

2

WelcomeSchedule for today

• 12 to 5 (breaks)• Quick review of the course • UCBX paperwork• Syllabus Review• Introductions• Projects and Project Management• Teams and Teamwork

3

X470 Project Management

1 Project Management

Introduction

Project Initiation

2 Project Planning

Scope

Workflow

3 Project Planning

Resources

Finalization

4 Project

Baseline

Monitor & Control

5 Project

Reporting & Communication

Closure

6 Project Management

Review

Presentations

4

UC Berkeley Certificate in Project Management

Six project management courses are required to complete the certificate (Student must complete 3 Required courses and select 3 Electives)

Required Courses are:•X470 Project Management •X469.2 Project Leadership & Building High Performing Teams •X471.9 Project Execution & Control

5

UC Berkeley Certificate in Project Management

Electives:Student must select 2 of these 3 electives:

•X470.9 Project Scope & Quality Management•X440.4 Project Schedule & Risk Management•X470.3 Project Cost & Procurement Management

Students must select 1 additional elective. There are currently over 20 options.

6

UC Berkeley Extension

• Founded in 1891 by the University of California, Berkeley

• 60 certificate programs

• 1,500 courses per year

• 30,000 students per year

• Multiple centers in the Bay Area

7

Example Extension Courses• Accounting, Finance, Business Administration• Project Management • Agile Management• Project Management for Biotech• Marketing, Human Resources, Management and

Leadership• Product Development • Woman and Leadership• Effective Writing in the Workplace• Fundamentals of Green Building with LEED• Organic Chemistry• …

8

Academic Excellence

• Courses, certificates, and programs approved by UC Berkeley

• Academic Advisory Boards including UC Berkeley faculty and industry experts.

• UC Berkeley-approved instructors with industry experience.

9

UC Berkeley Extension Project Management Offerings

• Beginning through advanced level courses • Professional certificates• Specialized and on-site programs

UC Berkeley Extension is a PMI® Registered Education Provider (REP) and all offerings are consistent with the PMI PMBOK® Guide.

10

UCBX Paperwork and Attendance

11

Syllabus Review

12

IntroductionsIntroduce yourself to the class:

• What’s your name?

• What sort of project work do you do?

• What industry do you work in?

• What is your primary objective for this class?

13

Project Management Introduction

• Define Projects, Project Management • Define Programs, and Operations • Outline the Goals of Project Management • Becoming a Project Leader• Review PMI and PMBOK® Guide • Define Project and Product Life Cycles• Define Project Organization and Infrastructure • Review UC Berkeley Extension Project

Management Certificate

14

* Projects“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.” Triple Constraint

Time (Schedule)

Scope (Deliverable)

Cost (Resources/Budget)

15

* Definition of Project Management

“Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.”

16

Projects and Programs

“A program is defined as a group of related projects managed in a coordinated way… A project may or may not be part of a program, but a program will always have projects.”

Project

Project Project

Project Project

Program

17

Projects and Operations

Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service… Operations are permanent; projects are temporary endeavors

18

Goals of Project Management • Meet or exceed stakeholder expectations.

• Achieve project goals, balancing trade-offs such as time, cost, quality, resources, and other constraints.

• Manage change through iterative planning and progressive elaboration.

• Build teamwork, trust, and contributor relationships.

• Establish effective communications.

19

Why Do Projects Fail?

20

Project Management Challenges

• Unclear or poorly understood objectives

• Excessive schedule pressure

• Insufficient or uncommitted resources

• Unrealistic project complexity

• Shifting priorities and requirements

• Inadequate communication

• …

21

Becoming a Project Leader Project Leader’s Primary Responsibilities:

• Achieve project objectives• Establish and lead the team• Manage the project management process

Project Leader vs. Project Contributor• Pragmatism over optimization• Generalist, not a specialist• Succeeds through others; works with people, not things• Most of the job involves communication

22

PMI and PMBOK® Guide Project Management Institute (PMI)

• Professional organization for Project managers• Project Management Body of Knowledge

(PMBOK) Guide• Project Management Professional (PMP®

Certification• More than 300,000 members and hundreds of

local chapters worldwide• www.pmi.org

23

PMBOK® Guide “Project Management Body of Knowledge”

=Everything there is to know about PM

A Guide to the Project Management Body of Knowledge, Fourth Edition (PMI, 2013)

• Summary; a reference standard revised every 4 years

• 10 knowledge areas• 5 process groups• Free (PDF) to PMI Members

24

* PMBOK® Guide Process Groups

1. Initiating

2. Planning

3. Executing

4. Monitoring and Controlling

5. Closing

25

PMBOK® Guide Knowledge Areas

4. Project Integration Management5. Project Scope Management6. Project Time Management7. Project Cost Management8. Project Quality Management9. Project Human Resources Management10. Project Communications Management11. Project Risk Management12. Project Procurement Management13. Project Stakeholder Management

26

27

28

Project Groups and Knowledge Areas

ChartPMBOK Page 61Learn this chart Process Groups and Knowledge areas in order PMBOK Page 61

29

X470 Project Management

Topic coverage in UC Berkeley Extension X470 Project Management focuses on basics:

• All PMI Process Groups will be addressed.• Some Knowledge Areas will be covered in

detail, others will not.• Not every Sub-knowledge Area will be included.

30

Project and Product Life Cycles

Product life cycles align with project life cycles, but may have phases preceding project work and phases following it.

Typical Product Life Cycle Phases

Strategy/ Project

Selection

Project MonitoringPhases

Project Acceptance

Support Retirement

Typical Project Life Cycle Phases

PlanningPhases

Execute/Build Phases

Test/Evaluate

Closure

31

32

Project Life Cycles• Phased, Stage Gate

For projects that are best managed using a succession of phases; generally best for well-defined, routine project work

• Agile, IterativeFor novel projects that are difficult to define; usually most effective for smaller projects having easily developed interim deliverables

33

Development-type Life Cycles(IT, Infrastructure, Reengineering Projects, Product Development Projects)

Requirementsand Planning

Study/Define

Specify/Design

Test/Closure

Enhance/Support

MaturityDevelop/Build

Typical Life Cycle Phases

Alignment of Project Phases and PM Processes

Initiating Processes

Planning Processes

Executing, Monitoring & Controlling

Processes

Closing Processes

34

35

Agile Life Cycles(Cyclic, Evolutionary, Adaptive Methodologies)

Typical Life Cycle Phases

InitiationRelease Planning

Cycle 1 Cycles 2-N Closure Support

Alignment of Project Phases and PM Processes

Initiating Processes

Planning Processes

Executing, Monitoring & Controlling

Processes

Closing Processes

36

* Project Organization• Functional (within an organizational

unit)

• Projectized (organized around the project leader)

• Matrix (cross-functional)

• Weak

• Strong

•(Balanced)

37

Functional OrganizationTop

Manager

Finance Manager

SupportManager

SalesManager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Project Coordination

38

“Projectized” OrganizationTop

Manager

Project CManager

Project BManager

Project AManager

StaffStaff

Staff

Staff

Staff Staff

Staff Staff

Staff

Project/ProgramManager

39

Weak Matrix OrganizationTop

ManagerProject

Coordinator

ProductionManager

MarketingManager

StaffStaffStaff

Staff Staff

Staff Staff

Staff

Staff

FinanceManager

Staff

Staff

Staff

EngineeringManager

40

Strong Matrix OrganizationTop

ManagerProject

Manager

Manager of Project

Managers

ProductionManager

EngineeringManager

Project Manager

StaffStaff

StaffProject Manager

StaffProject Manager

Staff

Staff

MarketingManager

Staff

Staff

Staff

41

Project Organization

42

QUIZ

43

Select Projects and Teams for Class

Teams of 4 or 5

Consider what project you want to work on

Develop Team Operating model

44

Team Operating Model

• Team members

• Project name

• Project paragraph

• Team name

• How will you communicate?

• Rotate team lead position

45

Team coaching

• Team lead expectations (set tone, agenda? decide break, don’t do all the work, use your style) OK to change order of leads, just tell me.

• PLAN the week – this week and next

• Team expectations (make sure work is done, contribute, what are you best at, check in with people.)

46

Project Initiation• Select projects• Develop project charter• Secure project sponsorship• Identify stakeholders • Plan communications• Acquire project team • Define initial project scoping and objective• Establish project priorities• Define a project vision• Conduct a project start-up workshop

47

Select ProjectsFactors to consider:

– Justification (problem or opportunity)– Sponsorship (management support)– Capacity (staffing, money, resources)– Urgency– Legal/regulatory compliance– …

Projects are undertaken for a wide range of reasons.

48

Project InitiationAt the beginning of a project, seek to answer:

– Why does this project matter?

– Who benefits from this project?

– What project deliverables are required?

– When is the project expected to end?

– How much will be invested in the project?– What are the project priorities and

constraints?

49

Develop Project Charter“A project charter is a document that formally authorizes a project and summarizes stakeholder needs and expectations.” (PMBoK 4.1)

– A “Charter” may have many other names, and vary significantly in content and length for different projects.

– A project charter may exist prior to the project leader’s involvement, but if not (or if inadequate), develop one.

50

Project Charter ContentProject charters include information such as:

– Project purpose or justification– Project leader/manager– Project sponsor authorizing the work– Measurable objectives and initial requirements– Milestone schedule– Initial budget– Completion criteria– High-level risks

51

Identify Stakeholders

“Identifying all people and organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.” (PMBoK 10.1)

52

Secure Project SponsorshipProject sponsors are important stakeholders who:

– Authorize the project– Appoint the project leader– Define project priority– Provide or approve resources– Make key decisions and handle escalations– Protect, mentor, and support the project leader and the

team

For most projects, the sponsor is the primary project stakeholder.

53

Identifying Project Stakeholders

Other Stakeholders

Core Team• Full-time on project• Involved in planning

and execution

Extended Team• Part-time• Involved in specific

activities

Other Stakeholders• Management• Customers• Users• Vendors• Partners• Regulators• …

Extended Team

ProjectLeader

Core Team

54

55

Document Project Stakeholders

PROJECT LEADER

MANUFACTURING

PROCUREMENTFINANCE

COMPETITORS

REGULATORSIT CUSTOMERS FIELD

SUPPORT

MANAGEMENT

MARKETING VENDORS

QUALITY ASSURANCE

DEPENDENT PROJECT TEAMS

LEARNINGPRODUCTS

R&D

CONTRACTORSSPONSOR

“Molecule” Table

Not all stakeholders are equal.

Stakeholder Interest Impact

56

Project Stakeholder Analysis

57

Plan Communications

“Determining the project stakeholder information needs and defining a communications approach.” (PMBoK 10.2)

58

Project Communications Decisions

Key decisions include:– Project Management Information System (PMIS)– Project meetings– Project status collection– Project reporting– Contributor 1-1 interactions– Sponsor and stakeholder interactions– Project reviews– …

59

Acquire Project Team“Confirming human resource availability and obtaining the team necessary to complete project assignments.” (PMBoK 9.2)

60

Project Team AnalysisDetermine the skills you will need.

Secure your project team through:– Pre-assignment (aligned with project at start)– Negotiation (acquired from within organization)– Acquisition (hired or contract contributors)

Initial analysis is always subject to revision (progressive elaboration). Adjustments are common when setting the project baseline.

61

Project Team RosterName Role and

Responsibility Phone(s) email Location …

Create your roster and keep it updated.

62

Project Team Challenges• Cross-functional teams

• Contributors who report to others

• Virtual teams• Geography• Time zone• Language• Culture

• Differing systems, processes, organizations

63

Define Initial Project Scoping

• Part of Project Charter

• Initial description of project deliverables based on what your sponsor, stakeholders, customers and users request

• A goal, not a commitment

64

Define Project Objective

• Maximum of 25 words • Summary of project

scope, time, and cost• Clear and

understandable• Avoid jargon and

acronyms• Like initial scope, this

is only a target

Time/Schedule

Cost/Resources

Scope/Deliverable

65

Project Objective Example“I believe this nation should commititself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. . . . $531 million in thisfiscal year. . . .” J. F. Kennedy, May 25, 1961

The United States will send a manto the moon and return him safely to the earth by December 31, 1969, For approximately $10 billion.

As a “Project Objective:”

66

Establish Project Priorities

Time CostScope

Least Flexible

Moderately Flexible

Most Flexible

67

Validate Project Objective

Restate the request, and iterate as needed to gain consensus.

Objective and Priorities

Sponsor (And/Or: Customers, Other Stakeholders)

Initial Request

Project Manager/Team

Objective

68

Define a Project VisionVision is about why your project matters.

– Describes how the world will be better or different when the project is successfully completed.

– Answers: “What’s in it for me?”– Can motivate the project team.

“[We will create] a motor car for the great multitude. It will be so low in price that no man making a good salary will be unable to own one. The automobile will be taken for granted ... [and we will] give a large number of men employment at good wages.”

- Henry Ford

69

Conduct a Start-up Workshop

An event where the project team initiates processes to successfully start the project and begin building teamwork. Workshop benefits:

– Promote common understanding of project goals and priorities

– Create cohesive team– Reduce wasted time, redundant effort– Get a fast start on the project

70

Review Homework

• Reading

• Individual Homework

• Team Homework