Project Management for Southern AZ IFMA...Certified Associate in Project Management (CAPM) The CAPM...

Project Management for

Southern AZ IFMA

PIFMA.33.01

Discussion

About project management

Common project management oversights

Why organizations fail to implement project

management successfully

4 Introduction

Kevin Archbold, PMP

Chapter President PMI Tucson

Project management consulting and training

5 Introduction

PMI Tucson Chapter

Currently around 235 members

3 meetings a month

- Tucson Dinner

- Tucson Breakfast

- Sierra Vista Dinner

www.pmi-tucson.org

6 Introduction

Key Consulting Inc

Created in 1999 to meet a growing need for project

management expertise across the country

We help organizations:

- Manage specific projects

- Improve their project management processes and

methodology

We provide onsite and open-enrollment project

management and Microsoft Project training courses

www.consulting.ky

7 Introduction

8

Project versus Ongoing Operations

Performed by individuals and teams

Limited by constraints, including resources

Planned, executed, monitoring controlled

Performed to achieve organizational objectives or

strategic plans

Has stakeholders, with requirements & expectations

Unique - involves doing something that has not been

done before

Temporary - definite beginning and end

“A temporary endeavor undertaken to create a unique product, service, or result”

About Project Management

What is Project Management?

Focuses on managing the project processes, rather

than the “technical” project content

It helps to ensure available resources are used in the

most effective and efficient manner

It provides a mechanism for controlling costs

It facilitates the development of project-related

metrics to better measure project progress

Normally divided into: Initiation Processes, Planning

Processes, Executing Processes, Monitoring and

Controlling Processes, and Closing Processes

9 About Project Management

What’s Driving the Need for Project

Management ?

Projects and services have grown larger and more

complex

Global competition has increased the need to be

more efficient

Better access to information via

computers and communications

networks

More sophisticated customers

with higher quality demands…


. . .

What’s Driving the Need for Project

Management ?

Rapid rates of change (including technology)

Downsizing – doing more with fewer people

Faster organizational growth in newer industries

Increased amount of outsourcing

Larger organizations attempting

to standardize their operations

and incorporate best practices

Movement away from time and

material type contracts to

fixed price contracts


. . . . .

Areas of Project Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resources Management

Project Communications Management

Project Risk Management

Project Procurement Management

Project Integration Management


13

Project Management Institute

“With over 300,000 members worldwide, PMI is the leading nonprofit professional association in the area of project management.”

www.pmi.org

Created in 1969

Local chapters nationally and internationally

Also has Communities of Practice

Project Management Body of Knowledge (PMBOK)

Certifications


http://www.pmi.org/

14

PMI Membership Growth


-

50

100

150

200

250

300

350

'92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10

Tho

usan

ds o

f M

embe

rs

Year

15

PMP Certification

Project Management Professional (PMP)

To be eligible, you must meet specific education and

experience requirements, and agree to adhere to a

code of professional conduct. You must also pass a

computer-based multi-choice examination

Once becoming a PMP, you

must continue to earn

Professional Development

Units to maintain your

PMP status


CAPM Certification

Certified Associate in Project Management (CAPM)

The CAPM is intended for individuals without

sufficient recent experience to qualify for the PMP

It is possible to become CAPM certified without

previous project management experience. The exam

is similar to the one required

for the PMP, but slightly

less complex


17

The PMI Project Management Body

of Knowledge (PMBOK)

Primary purpose

- To identify that subset of the project management

body of knowledge that is generally recognized as

good practice

Secondary purpose

- To provide and promote a

common vocabulary for

discussing, writing, and

applying project

management concepts


18

The Project Manager

The PM is responsible for project management

Project managers can vary from full-time

professional project managers, to part-time

“accidental” project managers

The PM role may not be performed by

someone with the title of PM

The PM may not be more senior

than other project team members

The project manager is often not

the technical lead

for the project…

. . . . About Project Management

19

The Project Manager

The PM should be a single point of contact for the

customer(s)

The PM must maintain a relationship with the

customer(s)

The PM must understand senior

management’s “big picture”

The PM must understand the

needs of the project team

The project manager is

responsible for maintaining

the balance between

cost, time, quality, risk etc.

. . . . About Project Management

Project Balance

20

Resources Budget

Risk

Scope Schedule

Quality

If one of these

factors is

changed,

at least one

of the other

factors

must be

changed to

compensate


Common Project Management

Oversights

22 Common Project Management Oversights

No WBS (Poorly defined project

scope)


Total Project

A B

A2 A1

B1-2

B1-1 A1-1 A1-2 A2-1 A2-2 B3-3 B3-2 B3-1

B2 B3 B1

. . . .

Poor use of software tools e.g.

Microsoft Project


Not accurately

maintaining/updating a schedule


Data Date

Lack of common

vocabulary/terminology


Lack of a consistent PM process


Lack of PM skills (Using great

technical people doesn’t always

work)


Lack of project risk planning


Lack of portfolio view of projects


31

Why some organizations struggle

to implement project management

Lack of senior management commitment

Resistance from long-time functional managers

Over-emphasis on software tools

Lack of project management training

Don’t approach the implementation as a project

Don’t utilize change management skills

Adopting an all-or-nothing approach

Re-inventing the wheel, because “we are different”

Not recognizing that the required skills don’t

currently exist in the organization…

Project Management Implementation Issues

32

Why some organizations struggle

to implement project management

Creating an overly complex project management

methodology

Overly aggressive schedule and unrealistic

expectations

Not collecting lessons learned and project “actuals”

Lack of ability to delegate project management

responsibility from senior management

Unclear roles and responsibilities

Project Management Implementation Issues

33

The End !!!!

Wrap-up

34

WBS: Example

35

Problem Sponsors

The Absent Sponsor

- Due to either overwork, internal politics, or lack of

familiarity, the sponsor is not available when

needed, and doesn’t provide the required level of

oversight

The Ever-Present Sponsor

- Sponsor becomes a back-seat project manager

The Drive-Thru Sponsor

- Rarely available when needed, this sponsor

suddenly appears to make often ill-informed

decisions. Often these decisions relate to scope

changes, and often result in scope creep

36

CPM Scheduling – Total Float

5 10

15

10 10

5 5 5

1 5

21 25 26

21

16

30

30

30

31 6 15

20 16

40

1 5

15 6

16 30

16 25

6 10 11 15

31

16 20

40

. . .

0

0

0

0 5

10 10 10

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