PowerPoint Presentation

Project ManagementDr. Mostafa ElgamalaPMP-ITIL-IBDL-LDP8RHCE-MCSA-CCNA/CCAI-CSCU1

Guidelines TimeMobileInteractivity (experience transfer)Side takeDebate Implementation2

Project Management frameworks

PMBOK (PMI - USA)

PRINCE2 (Axel - UK)

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Chapter 1Introduction

Project ManagementNot a new concept, used in the past in large projects

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Increased need for Project ManagementGrowth of Human Knowledge & PrivatizationGlobalizationDemand for more efficient operation6

1-1 IntroductionProject: Is a temporary endeavor with a begining and end to creates a unique product, service, or result.

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Product results of a Project

8ProjectBuild a bridgeDevelop drug to combat virusProductThe bridgeThe drug

Project vs. operationProjects are temporary , unique deliverables

The main objective is to meet the objectives

Operations are ongoing, repetitive outputs

The main objective is to sustain the business9

ObjectivesContained in project charter

Objectives are determined in the initiating process group and refined in the planning process group.

If the objectives cannot be met, the project must be terminated.

The reason for quality activities is to make sure the project meets its objectives10

91SspecificObjectives should be stated in terms that include some quantitative target for the end product.MmeasurableThere should be some way of actually testing whether or not that stated target has been met.AattainableThe desired objective must be one that is actually possible to achieve within the time and cost parameters provided.RrelevantThe desired objective should relate directly to the organization's business needs and stated mission.Ttime-BoundThe boundaries for completion date of the desired objective should be either a specific date or time or an "offset" from the beginning of the project. (For example, must be completed within five months of project launch.)

Writing SMART Objectives

Needs for projectsMarket demand (market research)

Customer request

Technological advance

Legal requirements/social needs

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Program : is a group of a related projects managed in a coordinated way.

Portfolio : a collection of programs or projects to achieve strategic business objectives.

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ConstraintsAny factors limit options

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CostTimeQualityScopeResourcesRisk

1-2 Organizational Models (structure)15Functional organization ( pure line organization)Project organization (projectized)Matrix organization

Functional organization16

17No specific position for PM.

PM function are aligned to the project for a specific time.

The project is divided into partial tasks and delegated to responsible departments.

The team members continue to report to their line-directors and upper managers.

Functional organization18Advantages :Reduced overhead, as no additional project team members have to be hired.Clearly marked career paths.Easy post-project transition.Reporting to only one manager.

Functional organization19Disadvantages :Co-ordination of functional tasks is difficult as little reward for co-operation with other departments.Slow reaction time due to long communication lines within the project.No career path in project management.PM (if there) has no authority.No loyalty to the project.

The pure project organization 20

The pure project organization 21Team members are often co-located.Most of the organizations resources are involved in project work .PMs have a great deal of independence and authority.Projectized organizations often have organizational units called departments ( report directly to the PM or provide support services to the various projects).

The pure project organization 22Advantages:Simple and fast.

Effective communication than functional.

A project team has high level of commitment.

PM has the total power.

The pure project organization 23Disadvantages:Can lead to a duplication of staff.PMs tend to stockpile equipment and technical assistance. (less efficient use of resources).No home when the project is completed

The matrix organization24Strong , Weak, or Balanced matrix organization.

Project or strong matrix organizationsMost closely resemble the pure project organization.PM decides work and personnel-progress. Line manager provides resources.

Strong matrix25

Functional or weak matrixResembles the functional form. PM only co-ordinates the contributions of the different dep.The authority stays with the department head.PM role may be:Project expeditor: communication coordinator, staff assistant, has no power in decision makingProject Coordinator: has some power to make decisions, report to a higher level manager.

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Weak matrix27

The balanced matrixLies in between the others. Project and line managers approximately have equal competence and agree upon a common decision.

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Balanced matrix29

The matrix organization30Advantages: Maximum utilization of scarce resources.Better coordination.Effective horizontal and vertical dissemination of information.Improve PMs control over resources.Home maintaining

The matrix organization31Disadvantages:Potential for conflict between functional vs. project groups.

A conflict between line managers and PM over the allocation of resources (different priorities).

1-3 Project Organization and Responsibilities32The general framework of such an internal project organization

Project Organization and Responsibilities33The project sponsor:Manager within the organizationNot directly involved in the operational work of the project. Oversee a project, delegate authority to Project Manager .Can provide support as training or coaching to the Project Manager.

Project Organization and Responsibilities34Steering committeeA group of senior managers, recruited from the senior management.Responsible for business issues affecting the project.They usually have budget approval authority.Make decisions about changes in goals and scope.

Project Organization and Responsibilities35Advisory committeeA group of people that represents key project stakeholders and provides advice to the project.

Recruited from senior management.

Provide technical advice and other relevant initiatives.

Project Organization and Responsibilities36Project manager The key person within the project organization.PM report to the steering committee.Responsible for accomplishing the project objectives within the agreed constraints.PM must have knowledge, interpersonal skills.

44Decision-makerTeam LeaderCommunicatorMotivatorNegotiatorManager

Role ModelFacilitator

PM Roles

45Project PlanningDefinition of Work ScopeGoal & Objective SettingProject ImplementationCommunicationsTeam selection, retention & motivation PM Responsibilities

46Conflict resolution

Regulation compliance

Meeting schedule & budget

Change control PM Responsibilities

Centralizes the management of projects, provide PM for different projects.

PMO roles is to support PMs by: Managing shared resources and interdependencies between projects Developing & managing project procedures & templates Coaching & training for PM Be part of change control board Help gather lesson learned and make them available40PMO

39Project StakeholdersIndividuals and organizations that are actively involved in the project, or whose interest may be positively or negatively affected as a result of project execution or project completion.

40Project Stakeholders examples:Upper managementProject sponsorProject advisory boardsExecutive management steering committeeProject requestor (client)Project manager and teamIf a team member has a line manager, he or she is a key stakeholder as well.

41ConsultantsLegal/Telecommunications/IT

External entities affected by the projectVendorsGovernmental agenciesOther regulatory bodiesProject Stakeholders examples:

44Responsible for managing one part of a project, or a subproject.

This position only exists on large projects .Team leader

Choosing the Project Organization & Model 45Deciding project organization structure:Size of projectStrategic importanceIntegration requirements (departments involved)Complexity (number of external interfaces)Budget and time constraints

Choosing the Project Organizational & Model46Recent developments shows that companies tend more and more to change the project organization during the project

The advantages of different project organizations are utilized by such an approach Composite Organization

Chapter 2Project Life Cycle

2-1 Product life cycle48

2-2 Project life cycleA project life cycle is a collection of generally sequential and sometimes overlapping project phases.Depending on the industry you work in or the company prefernces.Ex. IT : High level design, detailed design, coding, testing, installation, operation.Ex. IT services: service strategy , service design, service transition , service operation. 49

Project Life CycleGeneric life cycle50

Project Life Cycle CharacteristicsThe probability of successfully completing the project is lowest at the start of the project.The cost of changes and error correction generally increases as the project continues.51

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2-3 What is project management?Is the application of knowledge, skills, tools, and techniques to meet project abjectives.

It integrate 47 processes contained into 5 process groups & 10 knowledge areas.53

Initiating processes, Planning processes, Executing processes, Monitoring and controlling processes, Closing processes.

Project Management process groups

The basic project process or life cycle can be broken down into the five elements shown on this slide.

A project begins with the recognition of a need, the initiating / scoping phase. In this phase, your organization decides that a particular need is a priority that warrants the dedication of resources and people to fulfill it. The project proposal defines the project in terms of its support of the overall organizations mission and goals and articulates the specific benefits that this project will bring to the organization.

The next stage is the planning process. The formal plan translated the project goals and objectives into specifics, such as tasks, milestones, and associated costs.

The implementation or execution phase is the project in action.

Throughout this phase, members of the project team monitor the projects schedule and budget, making adjustments to the plans as necessary, which is the monitoring/controlling phase.

At its completion, the formal stages of the project come to an end, but most likely certain activities will be integrated into normal routines.

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2-4 Project Phases55Divisions within a project where extra control is needed.Sequentially order , but can overlap in some project situations.When phases are sequential, the phase end represents a natural point to reassess the effort underway (phase exits, milestones, phase gates, decision gates, stage gates, or kill points).

Single phase project

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2-5 PhasestoPhase relationship57There are 3 basic types of PhasestoPhase relationship:Sequential relationship :

58Overlapping relationship : where the phase starts prior to completion of the previous one.

59Iterative relationship : where only one phase is planned at any given time and planning of the next is carried out as work progresses in the current phase.

This approach is useful in undefined, uncertain, or rapidly changing environments.

Initiation : identify need, deliverables & assign priorityPlanning (Developing the Plan): project specifics, such as tasks, milestones, and associated costsImplementation (Executing the Plan): applies project plan; direct team in producing deliverablesMonitoring & Controlling Process: monitor the projects schedule and budget, making adjustments Completion (Closing Out the Project): project assessment & wrap-up report, lesson learned.2-6 Process groups

Lets now look at these phases in a little more detail. This presentation will concentrate on the 1st two phases. If everyone concerned is clear on the goals, outcomes, potential risks, how the project will be conducted, monitored and communicated, you have constructed the building blocks for a successful project. 60

Process groups interact in a phase or project61

Initiating process groupInput to this group:Business case (why)Historical WBS & estimatesCompany culturePeople who may be good team membersTemplates from past projectsProduct description

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Output of Initiating process groupDevelop project charterIdentify stakeholdersProject manager assingedHigh level planning is done during this group63

Output of Planning process groupDevelop the project management plansCollect requirementsDefine scopeCreate WBSDefine activitiesEstimate costsRisk identification

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Execute process groupComplete work defined in project management plan.Focus on managing people, following processes, distribute informationConduct procurementsManage stakeholder expectationsPerform quality assurance65

Monitor and control process groupMeasuring the performance of the project compared to the project management plan and approving change requestReport performanceControl cost/ schedule/ scopePerform integrated change controlMonitor and control risk66

Closing process groupClose project or phaseClose procurementsCelebrationRelease resourcesHandoff to operation and maintenanceMeasuring customer satisfactionFinal sign-off and formal acceptanceFinal version of lesson learned67

Knowledge areas:Project Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject stakeholder managementProject Risk ManagementProject Procurement ManagementProject Integration Management

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Thank you69

Sheet1TermMeans that a ProjecttemporaryHas a beginning and endendeavorInvolves effort, workto createHas an intention to produce something (project "deliverables"uniqueOne of a kind, rather than a collection of identical itemsproductTangible objects, but could include things like computer software, film or stage worksserviceMight include the establishment of a day-care center, for instance, but not its daily operations.