Foundations of Project Managementilta.personifycloud.com/webfiles/productfiles/2151790/PSPG2.pdf ·...
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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?