DSN 103: Project Management
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Transcript of DSN 103: Project Management
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
COURSE REVIEW
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Agenda
Chapters 1-13 review
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What is a Project? Temp endeavor to create a unique
product, service, or result Can also last for centuries (monuments, ie.
Sitting Bull, etc…) Unique in location, function (office buildings…)
Does end when objectives are reached or project termination
Termination reasons: Objectives cannot be met Project does not exist Sponsor closes it
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Relationships: PTS, PgMs, Proj
Portfolio: Collection of projects, programs, subportfolios and operations managed as a group to achieve strategic goals
Program: Projects, subprograms, managed in a coordinated manner to support the portfolio
Project: Usually single goal
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What is Project Management?
“…the application of knowledge, skills, tools, and techniques to protect activities to meet the project requirements.” (PMBOK)
47 logically grouped PM processes Five process groups:
Initiating Planning Executing Monitoring and Controlling Closing
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What is Project Management?
Factors change? Others will follow… Ie. Crashing
The heart: PM Plan Iterative Progressively elaborated throughout project’s
life cycle “…continuously improving a plan (detailing) as
more detailed info (estimates) become available.”
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Project Management Office (PMO)
Three types: Supportive: consults with templates, lessons
learned (Org process assets). (Project repository)
Controlling: (Moderate) Directive: Directly managing projects. (High)
PMO projects may not be related (SPAWAR)
Acts as integral stakeholder/key decision maker
Can deploy resources
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PM, Ops Mgmt, Org Strategy Operations Management: Day-to-day
business operations Production Manufacturing Accounting Software support Maintenance
Projects can change business strategies Projects need PM knowledge Ops need business knowledge
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Project Manager responsibilities/competencies
Responsibilities: Satisfy needs of Task, Team, and Individuals Link between team and strategy
Competencies: Knowledge – PM Performance – What is able to be
accomplished Personal – behavior, attitudes, character,
leadership
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Project Manager Interpersonal Skills
Leadership Team Building Motivation Communication Influencing Decision Making Cultural Awareness Trust Conflict Management
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 2:
ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
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Organizational Structures
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Project Lifecycle
• Different from Product life cycle• Project dependent
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Project Lifecycle
• Change at the start is easiest/cheapest• Risk is greatest at the start
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 3:
PROJECT MANAGEMENT PROCESSES
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PM Process Interaction
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Knowledge Areas
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 4:
PROJECT INTEGRATION MANAGEMENT
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Develop Project Charter
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Develop
Project Charter
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Develop Project Management Plan
”…process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.”
Key: Central document defining the basis of all project work
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Develop Project Management Plan
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Direct and Manage Project Work Leading and performing work
defined in the _______________ and implementing approved changes
KEY: Overall project management
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Direct and Manage Project Work
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Direct and Manage Project Work
Impact of changes: Corrective action: Intentional action to
bring it back to center Preventive action: Ensures future
performance is assured Defect repair: Modifying a nonconforming
product or component
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Monitor and Control Project Work
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Monitor and
Control Project Work
Data Flow
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Perform Integrated Change Control
Perform Integrated Change Control “process of reviewing all change requests;
approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition”
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Perform Integrated Change Control
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Close Project or Phase
Finalizing all activities from all PM processes to formally complete project or phase
Key: Lessons learned, work ends, org assets released
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Close Project or Phase
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 5:PROJECT SCOPE MANAGEMENT
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Project Scope Management
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Project Scope Management
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Collect Requirements
“…process of determining, documenting, managing stakeholder needs and requirements to meet project objectives.”
Key: Basis for defining and managing the project scope which is includes the product scope
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Collect Requirements
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Define Scope
“…process of developing a detail description of the project and product.”
Key: Describes product, services, boundaries by defining which requirements are included/excluded from project scope.
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Define Scope
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Create WBS
“…process of subdividing project deliverables and project work into smaller, more manageable components.”
Key: structured vision of deliverables
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Create WBS
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Validate Scope
“…formalizing acceptance of the completed project deliverables.”
Key: Brings objectivity to acceptance process Customer conducts this Differs from QC in that this is the process NOT the
product – can be performed in parallel with QC
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Validate Scope
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Control Scope
“…process of monitoring the status of the project and product scope and managing changes to the scope baseline.”
Key: Maintaining Scope
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Control Scope
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 6:PROJECT TIME MANAGEMENT
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Plan Schedule Management
“…process of establishing the policies, procedures, and documentation for planning, managing, executing, and controlling the project schedule.”
Key: guidance/direction of managing schedule
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Plan Schedule Management
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Define Activities
“identifying and documenting the specific actions to be performed to produce to project deliverables.”
Key: Decomposition work into lowest work packages
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Define Activities
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Sequence Activities
Relationships Key: logical work sequence Each should have predecessor/successor
except first and last Finish to start or start to start relationship Sequencing automatic or manual
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Sequence Activities
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Sequence Activities
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Estimate Activity Resources
Schedule Mgmt Plan: level of accuracy/units of measure
Resource calendar: Length of Days/Shifts resources are available Skill level, location, availability are
considered
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Estimate Activity Resources
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Estimate Activity Durations
Est. work periods to complete ind. Activates with est. resources
Key: Activity time required feeds Develop Schedule process
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Estimate Activity Durations
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Develop Schedule
Analyze activity sequences, durations, resource rqmts, schedule constraints
Key: Info into scheduling tool generates schedule model with planned completion dates
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Develop Schedule
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Critical Path
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Control Schedule
Monitoring project activities status and schedule baseline
Key: Recognize deviation requiring corrective/preventive actions minimizing risk
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Control Schedule
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 7:PROJECT COST MANAGEMENT
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Plan Cost Management
Policies and procedures for planning, managing, controlling project costs
Key: Guidance/direction
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Plan Cost Management
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Estimate Costs
Approx. monetary resources required to complete activities
Key: Cost to complete project work
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Estimate Costs
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Determine Budget
Aggregating all costs into baseline Key: Cost baseline established –
performance measured
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Determine Budget All funds
reqd Excludes
mgmt reserves
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Control Costs
Monitoring status, managing changes to cost baseline
Key: Means to recognize variance: act & minimize risk
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Control Costs
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 8:PROJECT QUALITY MANAGEMENT
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Plan Quality Management
ID quality requirements of deliverables Key: Guidance of how quality is managed
and validated in project
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Plan Quality Management
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7 basic quality tools (7QC) Tools
Cause and Effect Diagrams Flowcharts Check Sheets Pareto Diagrams Histograms Control Charts Scatter Diagrams
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Cost of Quality
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Perform Quality Assurance
“…auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.”
Key: Improving quality processes, not the product
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Perform Quality Assurance
Process Maps Steps and branches Activities Points Branches
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Control Quality
QC: Operational techniques - control QA: planning/execution - prevention
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Control Quality
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 9:
PROJECT HUMAN RESOURCE MANAGEMENT
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Plan Human Resource Management
Identifying project roles, responsibilities, required skills, relationships, creating a staffing plan
Key: Est. project roles/responsibilities Org. charts, staff management plan and timetable
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Plan Human Resource Management
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Acquire Project Team
Confirming HR availability Key: Outlining and guiding team
selection Responsibility assigned
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Acquire Project Team
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Develop Project Team
Improve competencies Team member interaction Environment Key: Improved teamwork, skills, motivated
employees reduced turnover rates, improved performance
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Develop Project Team
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Manage Project Team
Tracking team performance Providing feedback Resolving issues Managing team changes
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Manage Project Team
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 10:
PROJECT COMMUNICATIONS MANAGEMENT
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Plan Communications Management
Planning an approach for project comms Key: Identifies and documents most
effective and efficient ways to push/pull info
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Plan Communications Management
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Manage Communications
Create, retrieve, store, distribute info Key: Enables effective and efficient info to
pass
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Manage Communications
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Control Communications
Monitoring and Controlling comms Key: Optimal info flows to stakeholders and all
participation participants
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Control Communications
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 11:
PROJECT RISK MANAGEMENT
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Plan Risk Management
Objective: Increase positive, decrease negative events from occurring
Risks are uncertain events which cause the above
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Plan Risk Management
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Identify Risks
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Identify Risk
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Perform Qualitative Risk Analysis
“Prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.”
Key: PMs decrease level of uncertainty
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Perform Qualitative Risk Analysis
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Perform Qualitative Risk Analysis
RM Plan: roles/responsibilities, budget, activities, categories, definitions of risks, P/I matrix, risk tolerances
If not available, then might be with the Quantitative Risk process
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Perform Quantitative Risk Analysis
Numerical analyzing of risk Key: Info supports decision-making reasoning “Potentially and substantially impacting the project’s
competing demands.” Total effect of Risks checked!
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Perform Quantitative Risk Analysis
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Plan Risk Responses
Option development countering risks (threats) and capitalize on opportunities
Key: Risks mitigated
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Plan Risk Responses
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Control Risks
Implementing Risk response plans, tracking/monitoring risks, ID new risks, evaluate risk process effectiveness
Key: Efficiency improves, risk minimized
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Control Risks
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 12:PROJECT PROCUREMENT MANAGEMENT
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Plan Procurement Management
Documenting decisions, determining approach, and ID potential sellers
Key: Determines outside support – if required – what, when, how, how much support
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Plan Procurement Management
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Conduct Procurements
Obtain seller responses, seller selection, contract award
Key: Alignment of stakeholder expectation through established agreements
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Conduct Procurements
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Control Procurements
“Managing procurement relationships, monitoring contract performance, and making changes and corrections to contract as appropriate.”
Key: Seller/Buyer performance meet contractual requirements
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Control Procurements
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Close Procurements
Process of completing each procurement Key: Agreements documented as reference
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Close Procurements
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DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 13:PROJECT STAKEHOLDER MANAGEMENT
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ID Stakeholders
Key: PM can ID the correct focus for each stakeholder
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ID Stakeholders
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Plan Stakeholder Management
Mgmt strategy: Iterative process Key: Clear, actionable plan to interact
with stakeholders
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Plan Stakeholder Management
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Manage Stakeholder Engagement
Meeting stakeholders expectations, address issues: Comm heavy!
Key: PM can increase support and min resistance: thus increasing projects success
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Manage Stakeholder Engagement
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Control Stakeholder Engagement
Monitoring and adjusting stakeholder strategy
Key: Keep or increase effective/efficient stakeholder engagement activities
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Control Stakeholder Engagement
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Questions?