PM Concepts

8/13/2019 PM Concepts

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Copyright 2003 Terry Chambers. All Rights Reserved.

Minnesota Chapter

of the

Project Management Institute

Project Management Concepts

Part I


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Agenda

What is Project Management?

Why should I care?

What makes projects successful?

What is done in project management?

What are some of the tools I can use?

Where do I get some information and help?


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What is a Project?

Definition:

A temporary endeavor under-taken

to create a unique product or service

Source:PMI Guide to Project Management Body of Knowledge, 2000


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What is a Project Management?

Definition:

The application of knowledge, skills, tools and

techniques to project activities in order to meet orexceed stakeholders needs and expectations for the

project

Source:PMI Guide to Project Management Body of Knowledge, 2000


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Benefits of Project Management

Better use of people resources

Avoids the infinite resources myth

Basis for prioritization

Focus efforts for specific results

Understanding of project scope

Communication among stakeholders

Consistent methods for tracking results

Defines what done really means


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Typical Comment: This is great, but it does not apply to

us. We are a nonprofit organization.

Answer:When you look around you will find that you

are doing projects although you may not be calling

them that. The question is whether you are applying

the appropriate amount of discipline to projects you

are already doing.


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Benefits to Organization

Organizational focusstrategy turned into action

Prioritizationstaff knows what is important

Visibilitymanager can see where things are

Better resource useless wasted effort and time Process improvementgreat application of PM

Improved communicationdefined approaches/tools

Measurable resultsquantifiable objectives

Documentation availableavoids lost knowledge


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Why are Project Successful?

Top 10 Reasons per Standish Report:

1. User involvement

2. Executive management support

3. Clear statement of requirements

4. Proper planning

5. Realistic expectations


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Top 10 Reasons (continued):

6. Smaller project milestones

7. Competent staff

8. Ownership

9. Clear vision & objectives

10.Hard-working, focused staff

Why are Project Successful?


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What Else?

Strong and supportive project sponsorship

Strategic prioritization of projects

Culture of disciplined project management

Effective project leadership

Common commitment to goals

Balance: human, technical and business

aspects Rewards and recognition system aligned


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Project Management

Roles and Responsibilities


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The Team Sponsor

Highly placed persongood credibility

Knows organizations culture

Trusted as a counselor and coach

Member of top management, if possible

Able to remove roadblocks

Logical choice for this projectinterested

and committed


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Team Leader Role

Clarify project objectives and priorities

Maintain focus on key issues

Coordinate activities with functional

managers Lead project team meetings

Help team deal with changeteammaintenance

Reflect changes in project plan

Resolve conflicts and remove barriers

Report project status to management


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Functional Manager Role

Maintain quality and philosophy for functional

organization

Assist team member in task definition and

planning their completion Provide resources to support project

schedule

Support team Leader


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Team Member Role

Represent functional department on team

Represent team to functional department

Develop tasks for their function and obtain

agreement

Complete tasks within schedule and budget

Communicate progress, potential problems

and risks to supervisor and project lead


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Project Charter

Written document containing the contract

terms between the sponsor and the project

manager

Provides the background, objective andgeneral boundaries for the project

Ensures scope and expected outcomes are

understood by both parties

Should be concise (56 pages)


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Why Do a Project Charter?

Forces disciplined thought on front end

Forces good communicationno surprises at

endfor customer team

Provides guidance for team selection andstructure

Eliminates false starts and frustration

Defines the end pointno endless projects


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Project Charter Questions?

What are we supposed to do? By when?

What resources are required?

How are we supposed to do it?

Why is it worth my time?

Who cares?

What led up to this project?

How do we know if we have succeeded?


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Typical Project Charter Content

Background Information

Business context

Sponsor, Stakeholders, Customers

Objectives

Scope

Schedule Milestones

Resources

Deliverables

Communications

Risks, Assumptions, Issues

External Dependencies


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Sometimes You May Also See:

Overall Goals

Critical Success Measure

Functional Requirements

Performance Requirements Support Requirements

Process Guidelines

Quality Guidelines

Governance/Decision Making Process

People Change Management Strategy

Project Approach


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Charter Exercise

Create a mini-charter for your day here at the

conference: Technology Conference

What is a good name for your project?

Who is your project sponsor?

What is your objective for being here?

What do you expect to do here to meet your objectives?

What do you expect others to do for you?


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Project Mini-Charter


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Other Project Management Tools

Work Breakdown Structure (WBS)

Network Diagram (sometimes called PERT)

Gantt Chart (sometimes called Bar Chart)


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WBS Example


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Network Diagram


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Bar Chart


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The Organization Behind the Profession

Project Management Institute (PMI)

Not-for-profit professional association

Established 1969

Over 90,000 members in 120 countries 200+ chartered chapters

36+ chartered Specific Interest Groups (more

pending)


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PMI Advances the PM profession by:

Maintaining project management standards

and PM certification

Facilitating project management education

Advancing the state-of-the-art PM research

Serving as a repository for PM information

Acting as an information distribution forum

Establishing a code of ethics for practitioners


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PMI Minnesota Chapter

Minnesota membership exceeds 2000

Minnesota chapter in top 10 worldwide

Minnesota chapter is one of the most active

chapters in the country Winners of the following national 2001 awards:

Chapter of the Year Award (5+)

Chapter Sponsor/Mentor Award

Chapter Sustained Superior Performance Award Chapter Professional Development Award for

Exceptional Activities


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Community Project Coaching

Program Objective:

Provide PMI-MN members with opportunities to servethe community by coaching project managers of local

community organizations

give something back


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Coaching Not Leading

Volunteers in the program assist the project

manager(s) for the non-profit community

organization

Project managers of the non-profit communityorganization leadand manage the project


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Community Project Guidelines

Short duration projects (< 6 months)

Project related to organizations purpose

Clearly identified project participants (e.g.

sponsors, project manager(s), etc)

CPC services should not complete against

providers of for-profit project management

services


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How do I Get Coaching Help?

Contact Management Assistance Program for

Nonprofits (MAP)

Amy Wagner

651-632-7237

[email protected]


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Summary

Project management can improve the overall

management of an organization

PMI is the world organization behind PM

The MAP/PMI Minnesota Community ProjectCoaching Program is one way you can get

some help


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PM References on the Web

Project Management Institute (PMI)Project Management Body of Knowledge(PMBOK)

National: www.pmi.org

Minnesota Chapter: www.pmi-mn.org

The Project Management Forum: www.pmforum.com

International Project Management Association: www.ipma.ch

The Project Management Center: www.infogoal.com Project-Manager: www.project-manager.com

www.projectconnections.com

www.gantthead.com

Software Program Managers Network: www.spmn.com

Risk Management Internet Services: www.rmis.com

www.riskworld.com/websites www.riskreports.com

Software Engineering Institute (SEI)Carnegie Mellon University

Capability Maturity Model (CMM): www.sei.cmu.edu

IEEE Computer Society: www.computer.org
http://www.pmi.org/http://www.pmi-mn.org/http://www.pmforum.com/http://www.ipma.ch/http://www.infogoal.com/http://www.project-manager.com/http://www.projectconnections.com/http://www.gantthead.com/http://www.spmn.com/http://www.rmis.com/http://www.riskworld.com/websiteshttp://www.riskreports.com/http://www.sei.cmu.edu/http://www.computer.org/http://www.computer.org/http://www.sei.cmu.edu/http://www.riskreports.com/http://www.riskworld.com/websiteshttp://www.rmis.com/http://www.spmn.com/http://www.gantthead.com/http://www.projectconnections.com/http://www.project-manager.com/http://www.project-manager.com/http://www.project-manager.com/http://www.infogoal.com/http://www.ipma.ch/http://www.pmforum.com/http://www.pmi-mn.org/http://www.pmi-mn.org/http://www.pmi-mn.org/http://www.pmi.org/


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Some Good PM Books

Getting the Job Done!W. Alan Randolph and Barry Z. Posner

Project Management As If People MatteredRobert J. Graham

The People Side of Project ManagementRalph L. Kliem and Irwin S. Ludin

Enlightened LeadershipEd Oakley and Doug Krug

Team TalkAnne Donnellon

TeamworkCarl Larson and Frank LaFasto

Creating an Environment for Successful Projects - Randall England and Robert J. Graham

Information Technology Project ManagementKathy Schwalbe

A Guide to the Project Management Body of KnowledgeProject Management StandardsCommittee2000 Edition


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Minnesota Chapter

of the

Project Management Institute

Thank You!

Chapter That Cares

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