Project ManagementBasic Concepts and Tools

MKT 595Fall Semester, 2015

What is A Project?

• A Temporary Endeavor

• Creates a Unique Product, Service, or Result

• Definite Beginning and End

What Is Project Management?

• Application Of:

KnowledgeSkillsTools

Techniques

ProjectActivities

Project Requirements

How P. M. Accomplished

• Through Use of Five Process Groups– Initiating – Planning– Executing– Monitoring and Controlling– Closing

And Use of 42 Logical Processes

Even More for Your Poor Brain!

• Those 42 Logical Processes

Common Aspects of Projects

• Identification of What Has to Be Done• Addressing Needs and Expectations of

Stakeholders• Balancing– Scope -Budgets– Quality -Resources– Schedules -Risk

And a Thing Called Progressive Elaboration

Typical Costs and Staffing LevelsAcross the Project Life Cycle

Impact of Variables Based on Project Time

Project Life Cycle/Product Life Cycle Relationships

Product Life Cycle

Project Life Cycle Project Life Cycle Project Life Cycle

Phase Relationships

• Three Types– Sequential

– Overlapping

– Iterative

Project Phases

Let’s Build a House– You provide the

steps in order– Where can the steps

overlap?– Where must steps

not overlap?

Project Management Processes

• Apply Globally• Apply Across All Industry Groups• Application of These Processes Will

Enhance Chances of Success

Five Process Groups

• Initiating• Planning• Executing• Monitoring• Closing

Project Phases vs. Processes

• Phase One • Phase Two

InitiatingPlanningExecutingMonitoring and ControllingClosing

Project Phases vs. Processes

• Phase One • Phase Two

InitiatingPlanningExecutingMonitoring and ControllingClosing

Five Process Groups in Your Head

• “My Head has Now Exploded!”

• Why?– Because so much is going on in your head while

you are doing your project!– Look at the last page of your handout.– Let’s make sense of this and make it work for you!

Those 42 Logical Processes

Your Mind: My Mind: “Are You Crazy? “Please Stay!” “ I’m tuning out now!” “I can help!”

Making Choices

• Resource Allocation

• Trade – Offs

• Managing the Interdependencies among the Project Management Areas

Project Integration Management

• There is NO Single Way to Manage a Project;

BUT,You do Need Project Management

Skills and Processes

You Just Use Varied Pieces of Each

Initiating the Project

• Project Charter– Your Handshake– What? No Handshake!– Good Luck! You’ll Need It!

• Stakeholder Identification– You Better Know ALL of Them– Power/Interest• “Shorelines”

Inputs to Project Charter

• Statement of Work• Business Case• Contracts• Enterprise

Environmental Factors• Organization Process

Assets

Organizational Process Assets

• Policies• Sales Results• Audits• Checklists• Procedures• Past Studies

• Salary History• Attrition Rates• Project

Management Policies

• Organization Charts

• Financial Databases

Business Case

• Market Demand• Organization Need• Customer Requests• Technical Advances• Legal Requirements• Social Needs• Ecological Impacts

Initiating Project

• Stakeholder Analysis– Identifying the People– Identifying the Impact of Each Stakeholder• Power/Interest• Power/Influence• Involvement/Impact on Changes

– Determining How Stakeholders React

Planning the Project

• Charters– Authorizes the Project– Documents the Requirements (SOW)– States the Expectations– Establishes a Partnership Between the Requestor

and the Project Team– Few Updates

• Plans– Defines How the Project Will be:• Executed• Monitored• Controlled• Closed

- Will have Many Updates

Project Management Plan Inputs

• Enterprise Environmental Factors– Government and Industry Standards– Information Systems– Organization Structure and Cultures– Infrastructure (facilities and equipment)– Human Resource Policies and Procedures

Project Management Plan Inputs

• Organization Process Assets– Project Management Plan Templates– Change Control Procedures– Past Project Files– Company Guidelines• Work Instructions• Performance Measurement Criteria• Evaluation Criteria

Project Scope Management

Ensuring the Project Includes All Work Required and Only the Work Required

Defining What Is and Is Not Included in the Project

Project Scope ManagementWork Breakdown Structure

Work Breakdown Structure (WBS) The Process of Subdividing the the Project Work and Project Deliverables

into Smaller, More Manageable Components.

Work Package The Planned Work Within the Lowest Level WBS.

Project Scope ManagementWork Breakdown Structure

• 100% Rule – The Total of All work in a WBS Equals 100% When the Work is Completed; No More, No Less.

Executing the Project

• Finally, Huh?• My Failed Projects:– Did Not Have a Handshake (Charter)– Stakeholders Came Out of the Woodworks– Did Not Have a Detailed Plan• I knew I could just DO IT!!

Executing the Project

• Activities– Create Deliverables– Select, train, and manage the Team– Obtain, manage, and use Resources– Implement the Plan– Establish and Manage the Communications

Executing the Project

• Activities (continued)– Generate Data– Handle Change Requests– Manage Risks and Implement Risk Responses– Manage Sellers and Suppliers – Collect and Document Lessons Learned

Direct and Manage Project ExecutionExpert Judgment

• Other Department within the Organization

• Consultants• Stakeholders• Professional and

Technical Advisors

Monitoring and Controlling Project Work

• Monitoring– Collecting– Measuring– Distributing– Assessing

Performance Information andMeasurements and Trends

• Controlling

Determining

• Corrective Actions• Preventative ActionsRe-planningFollow Up

To Resolve Any Performance Issues

Monitoring and Controlling Project Work Inputs

• Performance Reports– Status of Activities– Accomplishments– Future Activities– Forecasts– Issue Management (Red – Yellow – Green)

Monitoring and Controlling Project Work Outputs

• Change Requests

• Project Plan Updates

• Project Document Updates

Monitoring and Controlling

• Change Requests– Recorded in Written Form– Entered in Configuration Control System• Time Impacts• Cost Impacts

– Accepted or Rejected By:• Project Manager• Change Control Board

– May Require Contract Changes

Risk Management

Increase Chance and Impact of Positive Events

Decrease Chance and Impact of Negative Events

Project Risk ManagementOverview

• Risks– Always in the Future

• Scope• Schedules• Cost• Quality

– Causes• Requirements• Assumptions• Constraints• Changing Conditions

Project Risk ManagementPlanning Risk

• Ask– What Can Possibly Go Wrong?

• Then– Take Actions to Prevent or Minimize!

Project Communications MgtOverview

• Communications Dimensions– Internal vs. External– Formal vs. Informal– Vertical vs. Horizontal– Official vs. Unofficial– Written vs. Oral– Verbal vs. Non-Verbal

The Better Your Communications Skills,The Better Your Project Outcome!

Project Communications MgtPlanning Communications

• Determining

WhoWho

WhatWhat

WhenWhen

WhereWhere

HowHowBy WhomBy Whom

Project Communications MgtPlanning Communications

• In What Ways Could We Do a Poor Job in Planning our Communications?

You Have Now Been Introduced to Project Management!