Pm Bok Framework

A Framework forProject ManagementThe Project Management Institute Education Department

Copyright 1999 Project Management Institute, Inc. All Rights Reserved.

*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Welcome to this seminar, A Framework for Project Management. It is designed to provide a basic structure or model that can be helpful in thinking about, understanding, discussing and managing projects. It will prepare you to develop more advanced skills by applying seminar content to your position responsibilities, studying the recommended readings in project management (see Appendix C), and in taking other seminars offered by PMI and educational organizations who subscribe to PMI standards of project management. During this seminar we ask you to focus on applying these concepts to real-world projects through your active participation in the exercises and discussions based on your unique experiences.We believe this learning experience can help you succeed in todays environment of constant change, high performance expectations, resource constraints and global challenges. PMI is grateful for the contributions of time, energy, and professional expertise of many PMI members who have reviewed the material and made many suggestions to improve its effectiveness.Good luck on what we hope will be an enjoyable educational experience!Welcome


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Your ExpectationsWhat would you like to learn from this experience?Solution to a specific problem? Project management concepts/knowledge? Specific skills?Other?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Additional materialsA. Seminar Evaluation FormsB. ExercisesC. Resources for Project Management Professional CandidatesA Framework for Project Management Units1.Introduction and Key Concepts6.Controlling Projects2.Project Life Cycle Models7.Closing Projects3.Initiating Projects8.Organizational Impacts4.Planning Projects9.Overview of Knowledge Areas5.Executing Projects10.Role of the Project Manager


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 1: Introduction and Key Concepts Upon completion, you will be able to Define key PM conceptsList the reasons why PM is neededExplain the difference between projects and operationsIdentify trends in the PM environmentList project success and failure factorsIdentify potential benefits of PM


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.* Project ManagementA Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr. Why Do We Need Project Management?*Exponential expansion of human knowledgeGlobal demand for goods and services Global competition Above requires the use of teams versus individuals


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved. Project and Statement of Work (SOW)A project is a temporary endeavor undertaken to create a unique product or service.A SOW is a narrative description of products or services to be supplied under contract.


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project ManagementThe application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Accelerating Trends (continued)Team environmentContract PM and outsourcingPrimacy of interpersonal skillsMultinational projectsImportance of cultural differencesDependence on technology


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved. A Balancing ActSchedule requirements costSource: William Gendron, presentation at 1998 PMI Global ForumBusiness ObjectiveRiskRiskThe ProjectCustomer Expectation


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.BusinessObjectivesExpectation and Objective CongruencyClient/Customer ExpectationsLowHighLowOKCustomer wantsmore than theorganizationintends to provide.HighBusiness needs more from the project than the customer.OK


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.OperationsSemi-permanent charter, organization, and goalsMaintains status quoStandard product or serviceHomogeneous teamsOngoingContrast Projects and OperationsProjects Create own charter, organization, and goalsCatalyst for changeUnique product or serviceHeterogeneous teamsStart and end date


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 1-1PM Pitfalls and PlusesLooking back on projects with which you were associated, what were the top three factors that caused serious problems?That created a perception of success?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Common PitfallsUnclear objectivesLack of senior management supportLack of effective project integration Inadequate fundingChange in business prioritiesOriginal assumptions invalidIneffective teamLack of effective communication processesOther?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Source:NASA study, Determination of Project Success, 1974, by David C. Murphy, Bruce N. Baker, and Dalmar FisherFactors Affecting Project Success Coordination and relationsAdequacy of structure and controlProject uniqueness, importance, and public exposureSuccess criteria salience and consensusCompetitive and budgetary pressureInitial over-optimism, conceptual difficultyInternal capabilities buildup


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Potential Benefits of PM for YouRecognition of PM as a professionFuture source of company leaders High visibility of project results Growth opportunities Build your reputation and networkPortable skills and experience


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.SummaryDefined key PM conceptsDescribed why PM is neededExplained difference between projects and operationsIdentified trends in the PM environmentDiscussed project success and failure factorsIdentified potential benefits of PM


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 2: Project Life Cycle Models Upon completion, you will be able to List the purpose and types of project life cycle modelsDistinguish between project and product life cycleDefine the role of phase reviews in PMApply a model to a hypothetical and a real project


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Key Concepts Project phase: A collection of logically related project activities usually culminating in the completion of a major deliverable.Project life cycle: Collectively the project phases are known as the project life cycle.Product life cycle: The natural grouping of ideas, decisions, and actions into product phases, from product conception to operations to product phase-out.


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project Life CycleExample PhasesConcept and Proposal DevelopmentImplementation TerminationVerification Final PhaseIntermediate PhasesInitial Phase


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.ConstructSpiral MethodologyDesignIdentifyEvaluateTestEvaluationEvaluationRiskAnalysisBusiness RequirementsSystemRequirementsSubsystemRequirementsUnitRequirementsConceptualDesignLogicalDesignPhysicalDesignFinalDesignProof ofConceptFirstBuildSecondBuildFinalBuildDeployOperations andProduction Support


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Importance of Phase Reviews Requirements Review General Design Review Detailed Design Review Unit TestProposal PreparationRequirements AnalysisGeneral DesignDetailed DesignCode and Debug


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Phase Initiation ExampleDetailed Design Phase Ensure correctness and completeness of previous phase, e.g., general design phase Assess all aspects of requirements, design approach, and deliverablesIdentify and work off itemsDetermine contractor rewards/payment for closing phaseConduct a readiness review to begin next phase, e.g., detailed design phaseResource estimates and availabilityDesign maturityProject plan review and updateSecure stakeholder approval to proceed


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 2-1Project Life Cycle ModelDivide a current project on which you are working into phases, name them, and write a brief statement of purpose for each phase


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.SummaryExplained the concept and purpose of project life cyclesDefined the role of phase reviews in PMDescribed life cycle modelsDifferentiated project life cycle and product life cycleApplied a model to hypothetical and real projects


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 3: Initiating Projects Upon completion, you will be able to List the main functions of each PM process groupDescribe the purpose of the initiation process Identify its inputs and outputs, tools and techniquesDevelop a sample project charterGive an example of how process groups can apply to the project as a whole or to a project phase


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.

Process Definition

A series of actions people take to bring about a desired result.Types of processesProject management processesProduct-oriented processesBusiness-oriented processes


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Purpose of Initiation Process1.To commit the organization to a project or phase2.To set the overall solution direction 3.To define top-level project objectives4.To secure the necessary approvals and resources5.Validate alignment with strategic objectives 6.To assign a project manager


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.ProcessOutputInputTools and Techniques1. Product description2. Strategic plan3. Project selection criteria4. Historical informationInitiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase.1. Project charter2. Project manager identified/ assigned3. Constraints4. Assumptions

1. Project selection methods2. Expert judgment

Initiating Core ProcessInitiation


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project CharterA document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities.


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 3-1Project CharterUsing the handout, complete the sample project charterAssume you are the project managerAs an example, choose an anticipated major project assignment


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Sample Initiating ActivitiesNegotiate, write, and refine the project charter Confirm how the project links to the business needIdentify management responsibilitiesIdentify geographic locations involvedTest top-level objectives versus strategic business plansMake strategic procurement decisions, e.g., make, buy, or identify qualified vendors


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Key Outputs of Initiation ProcessProject charterProject manager identified/assignedOther key positions identified/assignedConstraints identifiedAssumptions identified


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 4: Planning Projects Upon completion, you will be able to Describe the purposes of the planning processes Identify the inputs and outputs of core planning processesDescribe the function and develop sample planning deliverables such as a scope statement, WBS, and milestone chartList the major tools and techniques used in the core planning processesIdentify the planning facilitating processes and their functions


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Purpose of Planning ProcessesTo develop a project plan that:Facilitates later accomplishment*Ensures project wide integrationMonitors change effectivelyProvides decision support information to stakeholdersCan be updated by iterative planning activities* Project ManagementA Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.1. Product description2. Project charter3. Constraints4. Assumptions

" the process of developing a written scope statement as the basis for future project decisions including, in particular, the criteria used to determine if the project or phase has been completed successfully.1. Scope statement2. Supporting detail3. Scope management plan

1. Product analysis 2. Cost/Benefit analysis3. Alternative identification4. Expert judgment

Core Planning ProcessesScope Planning


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project Scope Statement PurposeTo provide a general description of the sum of the products and services to be provided by the projectTo develop a common understanding of project scope among stakeholdersMay make explicit some exclusions that, based on the audience, would be assumed to be part of the project


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 4-1Scope Statement Using the handout in your manual, develop a project scope statement based on the project charter developed in the initiating process exercise


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.ProcessOutputInput1. Scope statement2. Constraints3. Assumptions4. Other planning outputs5. Historical information subdividing the major project deliverables (as identified in the scope statement) into smaller more manageable components 1.Work breakdown structureCore Planning ProcessesScope Definition


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Work Breakdown Structure (WBS)A deliverable oriented grouping of project elements which organizes and defines the total scope of the project.Each descending level represents an increasingly detailed definition of a project component.Project components may be products or services.


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.WBS PurposeTo define:Solution strategy or general approachImplementation tactics To support more accurate estimates of project duration and cost than can be made at the project levelTo provide a basis for estimating project resources: Departmental or subcontractor supportVendors and their productsServicesAny other identifiable resource


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Validate Your WBSAll major elements been identified at top level?Decomposed into measurable components?Lower level(s) items necessary? All inclusive?Would stakeholders agree WBS is satisfactory?Can elements be scheduled, budgeted, and assigned to a unit that will accept responsibility?Too much or too little visibility and control ?Can status reports be generated at all levels?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved. Using the WBS to Estimate CostProject manager establishes work requirements by defining the Whatshalls and willsWhensequenceWhydependenciesFunctional managers estimate cost by determiningHowequipment and methodsWhotype and level of expertiseWherelocation, department


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 4-2Work Breakdown StructureUsing Post-it Notes, construct a WBS for your project or subprojectApply the WBS validation criteriaDiscuss any learning or insights with a classmate, including any learning from applying the WBS test criteria


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.ProcessOutputInputTools and Techniques1. Activity list2. Product description3. External dependencies4. Mandatory dependencies5. Discretionary dependencies6. Constraints7. Assumptions identifying and documenting interactivity dependencies.1. Project network2. Activity list updates1.Precedence diagramming method 2.Arrow diagramming method3.Conditional diagramming method 4. Network templates

Core Planning ProcessesActivity Sequencing



Precedence Diagramming Method


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.1. Activity lists2. Constraints3. Assumptions4. Resource requirements5. Resource capabilities6. Resource information assessing the number of work periods likely to be needed to complete each identified activity.

1. Activity duration2. Basis of estimates3. Activity list updates1. Expert judgment2. Analogous estimating3. Simulation

Core Planning ProcessesActivity Duration Estimating


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Schedule Purpose Converts the project plan to an operating plan that is the basic tool for controlling project activitiesBenefits of a realistic schedule?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Benefits of a Realistic ScheduleFramework for managing critical project activitiesDetermines planned start and completion datesIdentifies activity and task precedence relationshipsAids project team in defining critical communication content Specifies times when staff must be availableNo surprisesOther?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.WorkActivity 2Set upActivity 1FinishActivity 3 Result 1Result 2Result 3Network Techniques AOA ExampleActivities specified on arrowsAlso called arrow diagramming method (ADM)Nodes show relationship


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Scheduling TechniquesActivity on NodeActivity on node network formatArrows show precedence relationshipsNodes show activities3 types of precedence relationshipsActivity on node 1successor but no predecessorActivity on node 2predecessor and successorActivity on node 3predecessor but no successor


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Precedence RelationshipsStart to StartThe direction of the arrow defines which task is the predecessor and which is the successor.Tasks A and B may start at the same time, but the successor (B) cannot start until the predecessor (A) begins.Task BTask A


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Precedence RelationshipsFinish to FinishTasks A and B may end at the same time, but the successor (B) cannot finish until the predecessor (A) finishesTask BTask A


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.PDM ExampleDiverging-Converging ActivitiesDiverging ActivitiesMultiple predecessors with single successorSingle predecessor with multiple successorsPaint CeilingPrepPaint Trim Clean-upPaint Walls (2nd coat)Paint WallsConverging Activities


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Forward Pass DefinitionsEarly Start Date (ES)Earliest possible point in time an activity can start, based on the network logic and any schedule constraintsDuration (DU) Number of work periods, excluding holidays or other nonworking periods, required to complete the activity; expressed as workdays or workweeksEarly Finish Date (EF)Earliest possible time the activity can finishForward PassStarting at the beginning (left) of the network develop early start and early finish dates for each task, progressing to end (right-most box) of the network


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Task Identification Forward Pass


Name

Duration

ES

EF

Prep

2

1

2

Paint Trim

2

3

4

Paint Ceiling

3

3

5

Paint Walls

4

3

6

Paint Walls (2nd Coat)

2

7

8

Clean-up

2

9

10

*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Backward Pass DefinitionsLate Start Date (LS)Latest point in time that an activity may begin without delaying that activitys successorIf the activity is on the critical path, the project end date will be affectedFloat or SlackLatest point in time a task may be delayed from its earliest start date without delaying the project finish dateLate Finish (LF)Latest point in time a task may be completed without delaying that activitys successorIf the activity is on the critical path, the project end date will be affectedBackward PassCalculate late start and late finish dates by starting at project completion, using finish times and working backwards


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Task IdentificationForward and Backward Passes


Name

Duration

ES

EF

LS

LF

Float

Prep

2

1

2

1

2

0

Paint Trim

2

3

4

7

8

4

Paint Ceiling

3

3

5

6

8

3

Paint Walls

4

3

6

3

6

0

Paint Walls (2nd Coat)

2

7

8

7

8

0

Clean-up

2

9

10

9

10

0


Core Planning ProcessesSchedule Development


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Facilitating Planning ProcessesQuality planningCommunications planningOrganizational planningProcurement planningSolicitation planningStaff acquisitionRisk identificationRisk quantificationRisk response development


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Sample Planning ActivitiesSubdividing deliverables into manageable componentsAllocating overall cost estimate to individual work itemsIdentifying the specific activities people must perform to produce the project deliverablesIdentifying the sequence and duration of activitiesDetermining project roles and responsibilitiesOther?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Key Outputs of Planning ProcessesThe Project PlanSchedulesn Cost management planBudgetsn Cost baselineRisk management plannScope statementQuality plann Work breakdown structureStaffing plann Plan updatesProcurement plann Resource requirementsSchedule management plann Communications plan


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 5: Executing Projects Upon completion, you will be able to Describe the purposes of the executing processes Identify the inputs and outputs of its core processesList the major tools and techniques


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.PurposeTo coordinate, integrate, and manage all resourcesWhy?in order to achieve the project objectivesHow?by carrying out the letter and intent of the project plan While responding to change and mitigating risks



1. Project plan2. Supporting detail3. Organizational policies4. Corrective action

the primary process for carrying out the project plan.1. Work results2. Change requests1. General management skills2.Product skills and knowledge3.Work authorization system4.Status review meetings5.Project management information system6.Organizational proceduresCore Execution ProcessProject Plan Execution


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Facilitating Execution ProcessesInformation distributionTeam developmentQuality assuranceScope verificationSolicitationSource selectionContract administration


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Sample Executing ActivitiesManaging work results and requests for changeUsing tools and techniques in project plan implementationBuilding effective relationships with vendors and project team membersChoosing from potential sellersDistributing status information in time for stakeholders to actOther?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 6: Controlling Projects Upon completion, you will be able to Describe the purposes of the controlling processes Identify the inputs and outputs of the core controlling processesList and define the major tools and techniques


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.PurposeTo keep the project on track in order to achieve its objectives as outlined in the project plan by:

Monitoring and reporting variances Controlling scope changesControlling schedule changesControlling costsControlling qualityResponding to risks



1. Project plan2. Work results3. Other project records collecting and disseminating performance information. This includes status reporting, progress measurements, and forecasting.1. Performance reports2. Change requests

1.Performance reviews2.Variance analysis3.Trend analysis4.Earned value analysis5.Information distribution systemsCore Controlling ProcessesPerformance Reporting


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Core Controlling ProcessesOverall Change Control1.Project plan2.Performance reports3.Change requests1.Change control system2.Configuration management3.Performance measurement4.Additional planning5.Project management information systems1.Project plan updates2.Corrective action3.Lessons learnedOverall change control is concerned with: (a)influencing the factors which create change to ensure that changes are beneficial, (b)determining that a change has occurred, and (c)managing the actual change when and as they occur.


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.1.Risk management plan2.Actual risk events3.Additional risk identificationFacilitating Controlling ProcessesRisk Response Control1.Workarounds2.Additional risk response development1.Corrective action2.Updates to the risk management plan involves executing the Risk Management Plan in order to respond to risk events over the course of the project.


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Key Cost ConceptEarned ValueA method for measuring project performanceThe budgeted cost of work performed for an activity or group of activitiesCompares the planned amount of work with the accomplished amount of work to determine if cost and scheduled performance is as planned


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Controlling ActivitiesReporting status versus plan and forecastingResponding to changes in risk Completing and settling the contract, including resolving of any open itemsIdentifying and reporting schedule slipsDetermining whether schedule updates require plan modificationsOther?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 7: Closing Projects Upon completion, you will be able to Describe the purposes of closing processes Identify the inputs and outputs of the core processesList the major tools and techniques


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.PurposeFormalizing acceptance of the project and bringing it to an orderly end by:Closing the contract Achieving administrative closure


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.1. Contract documentation involves both product verification (was all work completed correctly and satisfactorily) and administrative close-out (updating of records to reflect final results and archiving of such information for future use.1.Contract file2.Formal acceptance and closure1.Procurement auditsCore Closing ProcessesContract Close-out


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.1.Performance measurement documentation2.Documentation of the product of the project3.Other project records verifying and documenting project results to formalize acceptance of the product by the sponsor, client or customer.1.Project archives2.Formal acceptance3.Lessons learned

1.Performance reporting tools and techniquesCore Closing Process Administrative Closure


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Sample Closing ActivitiesEnsuring a record of lessons learned is developed, documented, and made available for future projectsVerifying acceptance of products or servicesCollecting all required project recordsDetermining if final products meet specificationsAssessing the quality, correctness, and completeness of all formal project acceptance documentsGive performance appraisals and assist in the planned transfer of personnel to other projects or positionsOther?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Communication FlowPlans and UpdatesStatus

Guidance Changes DirectionStart OperationsAuthorization



Exercise 7-1Process Group AllocationAllocate the processes and activities to the correct process group


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Units 37 SummaryIdentified the role of each process groupIdentified the inputs and outputs of core processesListed the major tools and techniques used in core processes of each process groupDescribed facilitating processesRecognized and allocated processes and activities to their correct process group


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 8: Organizational Impacts Upon completion, you will be able to Describe how different organizational approaches can impact the process and effectiveness of project management


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.HR RequirementsPM position descriptionsReward system congruence Career pathsCompetency modelsTraining and development opportunitiesCertification


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Functional OrganizationDiscussion QuestionIn your opinion, what advantages and potential disadvantage does this type of organizational structure foster?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Functional OrganizationPotential AdvantagesClear reporting relationshipsHighly specialized expertiseHomogeneous groupDrive for technical excellence


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Functional OrganizationPotential IssuesProject boundaries limited to disciplineBarrier to customer influence and satisfaction Employee development opportunities limitedProject manager dependent on personal influenceHierarchical decision and communication processesOverwork technical issues versus build to standardFosters part-time roles


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Projectized OrganizationDiscussion QuestionBased on your experience, what potential advantages and disadvantage does this type of organizational approach foster?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project-Based OrganizationPotential AdvantagesStrong project manager roleFull-time administrative staff Clear accountability Fosters co-locationImproved focusCost and performance trackingDecision-makingCustomer relationshipsCommon processes


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project-Based Organization Potential IssuesLessening of employees profession identityReduced focus on technical competenceLeadership by the nontechnically skilledFocus on administrative work versus technical Devaluing of functional managersProcess versus deliverable emphasis


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 8-1Organizational ImpactsIf you were given authority for a day and tasked to improve project management in your organization, what changes would you make:To the organization structure and delegation of responsibilities?To your role (no major promotions, please)?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.SummaryReviewed how organizational approaches can impact the effectiveness of project managementFunctional organizationMatrix organizationProject-based organization


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 9: Overview of Knowledge AreasUpon completion, you will be able to Identify and describe the nine knowledge areasIdentify your current development needs and strengths in the processes in each knowledge area


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project Integration ManagementA subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated.

Project plan developmentProject plan executionOverall change control


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Proposal Request Proposal PhaseRequirements Analysis PhaseGeneral Design PhaseDetailed Design PhaseCode and DebugOverlapped phases can yield cost and schedule benefits but add to the integration challenge The Integration ChallengeSoftware Product Development Example


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Characteristics of Effective IntegrationOverlapped processes Effective change control and communication systemsReduced development time and costEarly and ongoing involvement of all stakeholdersEarly visibility of resultsEarly problem identification and resolutionUse all relevant expertise at earliest meaningful time


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project Scope ManagementIncludes the processes required to ensure that the project includes all of the work required, and only the work required to complete the project successfully.InitiationScope planningScope definitionScope verificationScope change control


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Key Scope ConceptsConfiguration ManagementA mechanism to track budget, schedule variances, and deliverable versionsSpecificationA precise definition of a physical item, procedure, service, or result for the purpose of purchase and/or implementation of an item or serviceSources of Scope ChangeVariation in government regulationsFailure to include a required feature in the design of the productCustomers who change their minds about the desired nature of the deliverable


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Key Scope Concepts (continued) Work Breakdown StructureA deliverable-oriented grouping of process elements that organizes and defines the total scope of the projectEach descending level represents an increasingly detailed definition of a project componentProject components may be products or services


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project Time Management DefinitionA subset of project management that includes the processes required to ensure timely completion of the projectProcessesActivity definitionActivity sequencingActivity duration estimatingSchedule developmentSchedule control


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Purpose of Scheduling ProcessesIllustrates interdependence of project activities, work packages, and work unitsMonitors and controls timing of project workGuides the allocation of resourcesDrives personnel availability issues and activities


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project Cost Management the processes required to ensure that the project is completed within the approved budget.Resource planningCost estimatingCost budgetingCost control


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.One Performance MeasurementEarned ValueBudgeted Cost of Work Performed (BCWP)Related TermsBudgeted Cost of Work Scheduled (BCWS)Actual Cost of Work Performed (ACWP)Budget at Completion (BAC)


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.What Is the SV?Project ManagementA Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.ACWP = $73,000BCWS = $56,000BCWP = $30,800 (55% completed) Dollars(000)Current Date1009080706050403020100Plan BCWSEarned Value BCWP Schedule Variance (SV)Actual ACWPQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q41999 2000 2001


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4What Is the CV? Project ManagementA Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.ACWP = $73,000 BCWS = $56,000 BCWP = $30,800 SV = $-25,200Cost Variance (CV)Dollars(000)Current Date10090807060504030201001999 2000 2001Plan BCWSEarned Value BCWP Actual ACWP


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.What Is the Time Variance?Project ManagementA Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4ACWP = $73,000BCWS = $56,000BCWP = $30,800 SV = - $25,200 CV = - $42,200 (000)DollarsActual ACWP Earned Value BCWP Cost Variance (CV)Plan BCWSTV6 mos. DelaySTWPATWP1999 2000 20011009080706050403020100


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved. Project Quality ManagementA subset of project management that includes the process required to ensure that the project will satisfy the needs for which it was undertaken.Quality planningQuality assuranceQuality control


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project HR Management the processes required to make the most effective use of the people involved with the project.Organizational planningStaff acquisitionTeam development


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Responsibility Chart CharacteristicsWork Package LevelComponentsWBS activityResponsible organizationResponsible position title or personType of responsibilityApproving authorityPrime implementation accountabilitySupportNotification


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 9-1Responsibility AllocationUsing the handout in your manual, complete the responsibility matrix for your projectDiscuss with a classmate the effectiveness of the allocation of responsibility and authority depicted


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved. the processes concerned with identifying, analyzing, and responding to project risk.Risk identificationRisk quantificationRisk response developmentRisk response control

Project Risk Management


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 9-2Risk AssessmentConstruct a risk assessment tree for a critical decision on your projectIf your original project selection does not lend itself to this exercise, feel free to substitute another project


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project Communications Management the timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.Communications planningInformation distributionPerformance reportingAdministrative closure


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved. Project Procurement Management includes the processes required to acquire goods and services from outside the performing organization.Procurement planningSolicitation planningSolicitationSource selectionContract administrationContract closeout


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.SummaryIdentified and described the nine knowledge areas and the core processes in eachAllocated typical processes and activities to their appropriate knowledge area


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Unit 10: Role of the Project Manager Upon completion, you will be able to Identify, in your environment, the most critical project manager:RolesResponsibilitiesInterpersonal skill requirementsYour knowledge area gaps and strengths


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project Manager RolesDecision-makern Manager Coachn Sales personCommunication channeln PM expertEncouragern FacilitatorPower brokern Behavior modelDisciplinariannOther?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Project Manager ResponsibilitiesProject plan implementationAchievement of objectivesProject integrationCommunications Stakeholder relationsChange management systemPriority establishment and maintenance


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.More ResponsibilitiesStaff acquisition, retention, and motivation Selection and use of PM tools and techniquesCompliance with regulations, state and federal laws, and organization policies and proceduresResolving team conflictsNegotiating win/win solutionsDeliver the project on time and within budgetOther?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Competency can be defined as A qualification equal to a position requirement, orCapacities one must possess to perform satisfactorily in a position.


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Success depends on your Knowledge Behaviors AttitudeOrganizational environmentProject environment Fit Self-knowledge and ability to adjust


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.One Emerging Operating StyleWe will need scroungers, tinkerers, masters of the extemporaneous, and those who can make it happen, regardless of the rules, the odds, or the inevitable second guess.** Project Management Handbook, by David I. Cleland and William R. King


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 10-1Project Manager Interpersonal SkillsUse the handout to assess the interpersonal skills required to manage a project successfully in your organization; then assess your skills, and identify skill gaps and strengths


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Recognizing a Successful Project ManagerMeets cost, schedule, technical, and mission objectivesPlusAttains high levels of satisfaction and perception of project success from:ClientSponsor Users Team



Example of an Organization Competence Assessment Tool CMM backgroundLevels of Software Engineering Maturity ModelBasicRepeatableDefinedManagedOptimized


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Why Reading Your Environment Is ImportantAssessments reveal:Fit between you, the organization, and the projectYour development needs and strengths PM strategies most likely to be successfulPM strategies to be avoidedGuide for tools and techniques selectionGuide your performance expectations of self and othersAnd They:Influence your own management style


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.Exercise 10-2 PM Knowledge Needs AssessmentComplete the exercise in your manual, and then discuss the implications with a classmateIdentify knowledge gaps, strengths, and possible developmental activities including:Growth assignmentsSeminarsSelf-studyDegree programsOther?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.PM Knowledge Needs Assessment Discussion QuestionWhat did you learn from this exercise about:Yourself?Your project?Your organization?Your future?


*Copyright 1999 Project Management Institute, Inc. All Rights Reserved.A Framework for Project Management Seminar Summary1.Introduction and Key Concepts2.Project Life Cycle Models3.Initiating Projects4.Planning Projects5.Executing Projects6.Controlling Projects7.Closing Projects8.Organizational Impacts9.Overview of Knowledge Areas10.Role of the Project Manager


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Pm Bok Framework