Foundations

of

Project

Management

August 18, 2014

Presented by:

Kelly Baumer, MBA, PMP

Mindy Rings, MBA, PMP

In the next slides we will cover: • Basic project management terminology and

definitions.

• Project organizational roles and responsibilities.

• Project performance.

• What happens when there are gaps in project performance.

2

Project Management Basics

Every Project produces a

Unique Product,

Service or Result.

Every Project has a

Beginning and an End.

All Projects

have Two

Essential

Characteristics.

3

A Project is a Temporary

Endeavor.

What is a Project?

To deliver a specific business case or

outcome.

To deliver a quality product, service or

result.

To satisfy the customer.

The Purpose Of A Project

4

• Project work is the work that is performed to satisfy a one-time specific requirement.

Project

• Ongoing Operations represent the work we perform over and over (i.e. our daily work).

Ongoing Operations

Every day employees can engage in two types of work:

Comparison Of Daily Work

5

Project Management

is a Discipline

Led by a Project

Manager

What Is Project Management?

6

Poll Question

7

On average how much of your day is spent

on projects?

A) Less than 20%

B) Between 21% - 50%

C) Between 51% - 75%

D) I work more than 75% of the time on projects

Who Is A Project Sponsor?

8

A project Sponsor is a person with formal authority to use their influence to ensure project success.

They are responsible

for securing funding and resources for the project, and ensuring alignment with the company or firm strategy.

They are ultimately accountable for the overall project.

Project Manager

Stakeholders

Team Members

Sponsor

Who Is A Stakeholder?

9

Project Manager

Stakeholders

Team Members Sponsor

Stakeholder is any

person, group or

organizations (internal

or external) who can

impact or are impacted

by the project for better

or worse.

Stakeholders include:

Project Sponsor,

Project Team Members,

Support Staff,

Customers, Users, and

Suppliers.

Who Is A Project Manager ?

10

Project Manager Stakeholders

Team Members

Sponsor

and

Gatekeepers

Project Manager is

someone who is given

the authority by the

Project Sponsor to

lead a Project.

The Project Manager

acquires, develops and

manages the project

team. They plan, direct

and manage project

execution. They are

accountable for

delivering the

project’s business

case.

Project Team

Members execute the

work defined in the

Project Plan. They are

responsible for

producing

deliverables outlined

by the Project Plan

and directed by the

Project Manager.

11

Project Manager

Stakeholders

Team Members

Sponsor

Who Is A Team Member ?

“A management structure that standardizes the project-related governance

processes and facilitates the sharing of resources, methodologies, tools,

and techniques. The responsibilities of a PMO can range from providing

project management support functions to actually being responsible for the

direct management of one or more projects.” PMBOK - Guide to Project Management Body of Knowledge - 5th edition

What Is A Project

Management Office (PMO)?

12

Process Firm or

Company Competency

Governance Knowledge

Management

Some of the Ways a

PMO provides support

are:

• Identifying and developing

project management

methodology, best

practices, and standards.

• Coaching, mentoring, and

training.

• Monitoring compliance

to standards and tools

• Conformance to

governance

Poll Question

13

Does your Firm or Company have some type of

PMO (Project Management Office) in place?

A) Yes

B) No

Scope

What work will be performed and

what value will be delivered?

Schedule How long to complete?

Cost What is the cost to complete?

Quality Did we produce a quality result /

outcome? Were the processes in the

Project Life Cycle completed

efficiently?

How Do I Measure Project

Performance?

14

Every project is constrained in different ways.

Project Performance is Measured on how well the Project is

Tracking to Scope, Schedule, Cost and Quality.

Project Performance:

What Does Project Success Look

Like?

15

• Project success is defined as delivering

project within scope, on schedule, at

budgeted cost and at the expected quality.

• Project success requires the fulfillment of

the Customer’s business case within the

Triple Constraint.

Wasted Time

Waiting

Failure to Realize

Expected Returns

Feeling Overwhelmed and/or Upset

Wasted Time

Re-working Issues

Credibility Can Be

Impacted

Poor Project Performance Can Result

in Many Types of Gaps

Consequences Of Poor Project

Performance

16

Project Performance is Measured on a Project’s Ability to

Achieve the Objectives of its Business Case.

A Disciplined Approach to Project Management will

Close the Gaps that Result from Poor Project Performance.

Closing The Gaps

17

When a disciplined approach

to project management is

used by providing People,

Processes, and Tools we

can close gaps that may lead

to poor project performance.

Tools

Process

People

A formal document that authorizes the existence of a project

Provides the Project Manager with authority to utilize organizational resources to project activities

PMBOK - Guide to Project Management Body of Knowledge - 5th edition

Key Tool = Project Charter

18

“An approved Project Charter formally initiates the project.

Chartering a project validates alignment of the project to the

strategy and ongoing work of the organization. A project charter is

not considered to be a contract, because there is no consideration

or money promised or exchanged in its creation”

Tools

Process

People

Components of a Project Management Plan:

• Integration Management Plan

• Scope Management Plan

• Time Management Plan

• Cost Management Plan

• Quality Management

• Human Resource Management Plan

• Communications Management Plan

• Risk Management Plan

• Procurement-Vendor Management Plan

• Change Management Plan

• Stakeholder Management Plan

Key Tool =

Project Management Plan

19

Developing Accurate Cost and Schedule Commitments Requires

Detailed Planning prior to Execution.

Tools

Process

People

Process Group Iteration

20

Tools

Process

People

Initiate

Plan

Execute

Monitor and

Control

Close

Process

Group

Steps

The Project Team Iterates through

one or more of the Project

Management Process Group Steps

(right) within every Stage of the

Project Lifecycle

Project Lifecycle Methodology

Poll Question

21

What Tools are most often used by your Firm or

company for means of managing a project?

A) A Detailed Schedule

B) A Charter

C) A Scope Statement

D) All of the above

E) None of the above

22

Keep track of the deliverables owed to others.

Document work you need to complete.

Give yourself the appropriate amount of time to

accomplish the work.

Keep track of the deliverables owed to you.

Document what is owed to you by when and by whom.

Give yourself time to review and provide feedback on the

work given to you.

A project’s success is

dependent on every individual

team member’s ability to

deliver according to plan.

Tools

Process

People Deliver Results

Poll Question

23

What are the biggest obstacles to completing a

project at your Firm?

A) Lack of Management Support

B) Lack of dedicated team members

C) Poorly defined Business Requirements

D) My On-going work leaves little time to work

on projects

E) All of the above

Every individual working on a project or task in support of

ongoing operations, impacts the Firm with their contribution.

Individual

Contributor

Project Team

or

Functional Area

Program

or

Department

Business Unit

Organization or Firmwide

24

Focus on each individuals Values and Strengths

to Positively Impact the Organization or Firm.

Tools

Process

People

Closing The Gaps:

Individual Contribution

25

Speak productively. Communicate to accomplish the deliverables

agreed upon.

Your communications plan should be SMART:

Specific

Measureable

Actionable

Realistic

Time-bound

Proactively let others know when you can or cannot

honor your commitments.

Communicate with honesty and integrity.

Effective communication is essential to

successful project outcomes.

Tools

Process

People Communicate Effectively

26

Tools

Process

People

Look for warning signs.

Encourage team members to identify and expose potential

problems.

Encourage team members to offer solutions.

Document issues in a log.

Assign an owner and a due date.

Measure impact.

Determine most optimal solution before implementing.

Problems are expected.

Every effort should be taken to find problems early:

Solve Problems

Through effective (disciplined) behavior you will be in a better

position to achieve success in projects.

Effective Behavior Benefits

27

Effective Behavior

Ab

ilit

y t

o D

eli

ve

r P

roje

cts

One of the clearest ways to see good leadership traits in action is

through the lens of project management.

Summary and Wrap Up

A disciplined approach to running

projects:

Reduce rework

Decrease project failure rate

Reduce costs

Increase customer satisfaction

Project Management Training

does pay off

29

Firms that measure the effectiveness of their project management

training show that business needs are being met: Organizations

saw an average 26% improvement in the following eight

measures:

29% improved stakeholder satisfaction

27% improved schedule performance

26% Decrease in project failures

25% Improved budget performance

25% improved requirements performance

25% Improved Quality

25% Improved productivity

24% Improved time to market

Source: The State of Project Management Training 2011, PM college

2014 - Project Management

Value Trends

30

Study performed by Project Management Solutions, Inc, 2014

Questions?