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…
10 About Project Management
. . .
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
11 About Project Management
. . . . .
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
12 About Project 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
About Project Management
14
PMI Membership Growth
About Project Management
-
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
About Project Management
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
16 About Project Management
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
About Project Management
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
About Project Management
21 About Project Management
Common Project Management
Oversights
22 Common Project Management Oversights
No WBS (Poorly defined project
scope)
23 Common Project Management Oversights
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
24 Common Project Management Oversights
Not accurately
maintaining/updating a schedule
25 Common Project Management Oversights
Data Date
Lack of common
vocabulary/terminology
26 Common Project Management Oversights
Lack of a consistent PM process
27 Common Project Management Oversights
Lack of PM skills (Using great
technical people doesn’t always
work)
28 Common Project Management Oversights
Lack of project risk planning
29 Common Project Management Oversights
Lack of portfolio view of projects
30 Common Project Management Oversights
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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