PROJECT MANAGEMENT WORKSHOP
2009
Universidad del Turabo
Rafael A. Rodriguez Rivera, PE, PMPE-mail: [email protected]
Tel. (787) 615-7194
PROJECT MANAGEMENT WORKSHOP
� Project Management is recognized as a unique competency that adds value and brings success to the strategic initiatives of organizations
� Project Management ensures that industries maximize the value of multiple projects by managing quality and conducting projects with acceptable risks
� Competencies in project allow organizations to manage the relationship between projects and strategic plan, ensure project performance, while complying with requirements.
Universidad del Turabo – Project Management Workshop
PROJECT MANAGEMENT WORKSHOP
� Objectives
– Provide a methodology for developing and improving Project
Management capabilities
– Learn the basic skills necessary to plan and control;
communicate with stakeholders; and maintain multiple projects
cost-efficiently, while complying with applicable regulations
� Strategic Sectors
– Life sciences, manufacturing, health care, communications
and information technology
Universidad del Turabo – Project Management Workshop
PROJECT MANAGEMENT WORKSHOP
� Is based on an action learning approach that allows participants to apply the acquired knowledge to their specific industry sector by developing a hands-on activity:– Project Management Plan
� In order to support active learning the students will receive individual mentorship from the instructor and will have access to multiple resources including the following: – PMBOK® Guide
– Electronic copy of course content
– Templates for project planning and execution
– References related to project management (textbooks, journals, papers, professional magazines) will be available to participants through the Internet and the Universidad del Turabo - Virtual Library
– Access to multiple resources enriches the learning process, as participants will acquire knowledge of proven project management tools available on the market.
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PROJECT MANAGEMENT WORKSHOP
� 40-hours workshop
� 10 sessions
� Saturdays
– 8:30am – 12:30pm
� Sessions 1, 2, 5, 6, 7, 8, 9, 10
– 8:30am – 5:30pm
� Computer Lab Sessions 3 & 4
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PROJECT MANAGEMENT WORKSHOP
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Session 4 (Computer Lab)
Schedule development
Session 3 (Computer Lab)
Activity definition and estimating
Session 2
Scope planning and definition
Session 1
Initiating the project
Session 5
Cost estimating and procurement
Session 6
Quality planning and metrics
Session 7
Team development
Session 8
Communications planning and risk
management
Session 9
Project execution
Session 10
Closing the project
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PROJECT MANAGEMENT WORKSHOP
� Competencies learned by participants represent an initial milestone in further pursuing professional certifications in project management– Project Management Professional (PMP)
– Certified Associate in Project Management (CAPM)
– http://www.pmi.org/CareerDevelopment/Pages/PMICredentialOverview.aspx
� Sharpen Your Tools (featuring Kathleen Romero, Secretary-Treasurer of the PMI Bo.flv
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What is a project
� A project is a temporary endeavor undertaken to create a unique product, service or result
� Temporary– Every project has a definite beginning and a definite end
� Unique– The product, service or result is different in some distinguishing way from all other products, services or results
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Projects …
� Are created at all levels of an organization– In all types of organizations
� Involve a single person or a project team
� Time spans vary greatly– Days
– Weeks
– Months
– Years
� Project management can be applied to any project regardless of size, budget or timeline
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What is Project Management
� Application of
– Knowledge
– Skills
– Tools
– Techniques
� To project activities
� To meet project requirements
Universidad del Turabo – Project Management Workshop
Project Management
� How Project Management (PM) Relates to Other Disciplines– Much of the knowledge needed to manage projects is unique to PM
– However, project managers must also have knowledge and experience in� general management
� the application area of the project
– Project managers must focus on meeting specific project objectives
Universidad del Turabo – Project Management Workshop
History of Project Management
� Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb
� In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops
� In 1958, the Navy developed PERT charts
� In the 1970s, the military began using project management software, as did the construction industry
� By the 1990s, virtually every industry was using some form of project management
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Project Management
� The proven process for success
– Entrepreneurial initiatives
� Convert your idea into a marvelous creation
– Enable innovation and new enterprises
� The tools modern organizations use
– to improve productivity and economic development
– Offer better products and new services
– Improve customer satisfaction
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A proven process for success
� Ensures that available resources are used in
the most effective and efficient manner
� Establish measures of success
� Put strategic plans into practice
� Project Management – 2009 Economy (video)
– Broaden your perspective (featuring Gene Bounds,
Vice Chair of the PMI Board of .flv
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Operations versus Project Management
� Operations
– Existing systems
– Repetitive work
– Efficiency and
effectiveness
– Reliance on standard
procedures
– Line management
– Focus on “maintaining”
– Sustain the business
� Project Management
– One-time resource
configuration
– Unique and separate work
– Cohesion and direction
– End-product driven
– Project orientation
– Focus on “change”
– Progressive elaboration
– Attain its objectives
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Projects …
� Progressive elaboration
– A characteristic of projects that accompanies the
concepts of temporary and unique
� The characteristics of the product, service or result is
broadly defined early in the project
� Will be made more explicit and detailed as the project team
develops a better and more complete understanding of the
product
– Project scope should be controlled
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Project ManagementBody of Knowledge (PMBOK)
� Is an inclusive term that describes the sum of
knowledge within the profession of project
management
� Rests with the practitioners and academics that apply
and advance it
� Includes knowledge of
– Proven traditional practices
– Innovative and advanced practices
– Published and unpublished material
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PMBOK Guide
� Used by Project Management Institute (PMI) to provide consistent
structure for its professional development programs
� Certification of Project Management Professionals (PMP’s)
� Educational programs
– Identify (General overview)
– Generally recognized
� Applicable to most projects most of the time. There is widespread
consensus about their value and usefulness
– Good practice
� General agreement that the correct application enhances the chances of
success
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PMBOK Guide Knowledge Areas
� Project Integration Management
� Project Scope Management
� Project Time Management
� Project Cost Management
� Project Quality Management
� Project Human
Resource Management
� Project Communications
Management
� Project Risk
Management
� Project Procurement
Management
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PM Knowledge Areas
� Integration
– Describes the processes and activities that integrate
the various elements of project management
� Scope
– Describes the processes involved in ascertaining
that the project includes all the work required, and
only the work required, to complete the project
successfully
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PM Knowledge Areas
� Time
– Describes the processes concerning the timely
completion of the project
� Cost
– Describes the processes involved in planning,
estimating, budgeting, and controlling costs so that
the project is completed within approved budget
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PM Knowledge Areas
� Quality management
– Describes the processes
involved in assuring that
the project will satisfy the
needs for which it was
undertaken
� Risk management
– Describes the processes
concerned with
conducting risk
management in a project
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PM Knowledge Areas
� Human Resources
– Describes the processes that organize and manage the project
team
� Communication
– Describes the processes concerning the timely and
appropriate generation, collection, dissemination, storage, and
ultimate disposition of project information
� Procurement
– Describes the processes that purchase or acquire products,
services or results, as well as contract management processes
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Accomplishing Project Management
� Through the use of processes
– Initiating
– Planning
– Executing
– Monitoring & Controlling
– Closing
INITIATINGPLANNING
CONTROLLING EXECUTING
CLOSING
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Managing the work of the project
� Managing a project includes
– Identifying requirements
– Establishing objectives
– Balancing competing demands
� Quality, scope, time, cost
– Adapting to different concerns and expectations of
stakeholders
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Managing the work of the project
� Triple-Constraint– Balancing competing demands for
� Scope
� Time
� Cost
� Quality is affected by balancing these three factors
� Manage project is response to uncertainty– Risks
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Project Management
� Related endeavors– Strategic Plan
– Program
– Project
� Subproject
� A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually
� Subprojects are part of a project that was divided into more manageable components
� Project Portfolio Management– Selection and support of projects investments
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Project Phases
� Projects are unique undertaking and involve
uncertainty
� Projects are divided in phases to
– Improve management control
– Provide links to ongoing operations
� Project Life Cycle
– Is the collection of all project phases
– Defines beginning and end of a project
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Project Phases
� Marked by completion of one or more deliverables
– Deliverable is a tangible, verifiable work product
� Part of a generally sequential logic designed to ensure
proper definition of the product or service of the project
� Conclusion of a project phase is marked by a review of
key deliverables and project performance to date
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Project Phases
� Each project phase includes a set of defined
deliverable designed to establish the desired
level of management control
� Phases typically take their names from these
deliverables
– Design
– Testing
– Documentation
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Project Phases
� Typical project phases
– Conceptual
– Planning
– Execution
– Termination
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Project Phases
Definition Planning Execution Delivery
Level of effort
1. Goals
2. Specifications
3. Tasks
4. Responsibilities
5. Teams
1. Schedules
2. Budgets
3. Resources
4. Risks
5. Staffing
1. Status reports
2. Changes
3. Quality
4. Forecasts
1. Train customer
2. Transfer documents
3. Release resources
4. Reassign staff
5. Lessons learned
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Project Phases
� Typical engineering/construction project:
– Feasibility
– Planning
– Design
– Construction
– Turnover
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Project Phases
� Typical Information Technology project:
– Requirement analysis
– Design
– Coding
– Testing
– Installation
– Operation
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Project Life Cycle
� Serves to define the beginning and the end of a project
� Determine which transitional actions at the beginning and the end of the project are included and which are not
� Deliverables from the preceding phase are usually approved before work starts on the next phase
� Phase-end reviews are also called– Phase exits
– Phase gates
– Kill points
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Project Life Cycle
� Common characteristics
– Cost & staffing levels
� Low at the start
� Higher toward the end
� Drop rapidly as the project draws to conclusion
– Stakeholders influence
� Highest at the start
� Progressively lower as the project continues
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Project Management System
� Is the set of tools, techniques, methodologies, resources, and procedures used to manage a project
� It can be formal or informal
� Aids a project manager in effectively guiding a project to completion
� Project management plan describes how the project management system will be used
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Project Management Processes
� Projects are composed of processes
– A process is a series of actions bringing about a
result
� Project management processes
– Organizing the work of the project
� Product-Oriented processes
– Specifying the project product
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Project Management Processes
� Process
– Input
� Documents that will be acted upon
– Tools and techniques
� Mechanism applied to the inputs to create the outputs
– Outputs
� Documents that are a result of the process
INPUT OUTPUTWORK
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Project Management Processes
� PMBOK identifies those processes that have
been recognized as good practices on most
projects most of the time
� Not all processes should always be applied
uniformly on all projects
� Project manager is responsible for determining
which processes are applicable for any given
project
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Process Groups
� Initiating– Defines and authorizes the project or phase
� Planning– Defining objectives and courses of action
� Executing– Integrates people and resources to carry out project plan
� Monitoring and Controlling– Measures and monitors progress to identify variances from the plan
� Closing– Formalizing acceptance of the project or phase
INITIATINGPLANNING
CONTROLLING EXECUTING
CLOSING
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Process Groups
� Are linked by the objectives they produce
– The output of one process often becomes an input
to another process
� Overlapping activities that occur at varying
levels of intensity throughout each phase of the
project
� Cross phases such that closing one phase
provides and input to initiating the next
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Process Groups
Cost &
Staffing
Level
Initiation
Phase
Execution & Control
Phase
Closure
Phase
Time Finish
Initiating
Processes
Planning
Processes Executing
Processes
Controlling
Processes
Closing
Processes
Planning
Phase
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Process Interactions
� General acceptance– Apply to most projects most of the time
– Not all of the processes will be needed on all projects
– Not all interactions will apply to all projects
– Absence of a process does not mean that it should not be performed
– Mapping � Process Groups / Knowledge Areas
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Project Management Processes
� Process interactions often require tradeoffs among project requirements and objectives
� Some processes will have to be iterated several times to define and meet stakeholder requirements and reach agreement on the processes outcome
� Failure to take action during one process will usually affect that process and other related processes
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Project Management Processes
� To have a successful project
– Select appropriate processes that are required to
meet the project objectives
– Adapt product specifications and plans to meet
project and product requirements
– Comply with requirements to meet stakeholder
needs, wants, and expectations
– Balance the competing demands for scope, time,
cost, quality, resources, and risks
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Project Integration Management
� Includes the processes and activities needed to
identify, define, combine, unify, and coordinate the
various processes and project management activities
� Ensure project elements are properly coordinated
� Involves making trade-offs among competing
objectives and alternatives to meet stakeholder needs
and expectations
� Project work must be integrated with the ongoing
operations of the organization
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Project Integration Management
� Project manager is primarily responsible to
– Integrate all parts of the project into a whole
– Managing tradeoffs among the different objectives
� Project team members are responsible to
complete assigned work packages
� Project management knowledge, skills, and
processes are applied in different orders and
degrees of rigor to achieve the desired project
performance
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Project Integration Management
� Integrative project management processes
include:
– Develop Project Charter
– Develop Project Management Plan
– Direct and manage project execution
– Monitor and control project work
– Perform integrated change control
– Close project or phase
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Develop Project Charter
� Project Charter is the document that formally
authorizes a project
� Provides the project manager with the authority to
apply organizational resources to project activities
� A project manager is identified and assigned as early
in the project as is feasible
– Prior to the start of planning
– Preferably while the Project Charter is being developed
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Develop Project Charter
� A project initiator or sponsor external to the project organization issues the Project Charter– At a level appropriate to funding the project
� Projects are usually chartered and authorized– Market demand
– Business need
– Customer request
– Technological advance
– Legal requirement
– Social need
Develop Project Charter
� Developing the Project Charter is primarily
concerned with
– Documenting the business needs
– Project justification
– Current understanding of the customer’s
requirements
– New product, service, or result that is intended to
satisfy those requirements
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Project Charter
� Requirements that satisfy customer needs,
wants, and expectations
� Business needs that the project is undertaken
to address
� Project purpose or justification
� Assigned project manager and authority level
� Summary milestone schedule
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Project Charter
� Stakeholder influences
� Functional organizations and their participation
in the project
� Organizational, environmental, and external
assumptions and constraints
� Business case justifying the project
� Summary budget
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Definitions
� Constraints
– Is an applicable restriction that will affect the
performance of the project
� Predefined budget
� Contractual provisions
� Assumptions
– Factors that, for planning purposes, are considered
be true, real, or certain
Project Charter
� The Project Charter can be described as the
agreement between the organization providing
the product or service, and the customer
organization requesting and receiving the
project deliverable.
� It is a tool to obtain commitment from all
affected groups and individuals within a
specific project.
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Develop Project Charter
� Inputs
– Contract
– Project Statement of Work (SOW)
� A narrative description of products or services to be
supplied by the project
� Business need
� Product scope description
� Strategic plan
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Develop Project Charter
� Inputs (cont.)– Enterprise environmental factors
� Organizational or company culture and structure
� Governmental or industry standards
� Infrastructure (existing facilities and capital equipment)
� Existing human resources
� Personnel administration
� Company work authorization systems
� Marketplace conditions
� Stakeholder risk tolerances
� Commercial databases
� Project management information systems
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Develop Project Charter
� Inputs (cont.)
– Organizational Process Assets
� Organization’s processes and procedures for conducting
work
– Procedures, guidelines, templates
� Organizational corporate knowledge base for storing and
retrieving information
– Project files
– Historical information
– Lessons learned
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Develop Project Charter
� Tools and techniques– Project selection methods
� Benefit measurement methods
– Comparative approaches, scoring models
� Mathematical models
– Linear or multi-objective programming algorithms
– Project management methodology� Can be either a formal mature process or an informal technique that aids a project management team in effectively developing a project charter
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Develop Project Charter
� Tools and techniques (cont.)
– Project management information system
� Is a standardized set of automated tools available within the
organization and integrated into a system
– Expert judgment
� Judgment and expertise
� Provided by any group or individual with specialized knowledge or
training
– Consultants, other units within the organization, professional
associations, industry groups
� Output – Project Charter
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Develop Project Management Plan
� Includes the actions necessary to define, integrate, and coordinate all subsidiary plans into a project management plan
� This process results in a project management plan that is updated and revised through the Integrated Change Control process
� Project management plan defines how the project is executed, monitored and controlled and closed
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Project Management Plan
� Project management processes selected and
the level of implementation
� Descriptions of the tools and techniques to be
used
� How work will be executed to accomplish
project objectives
� How changes will be monitored and controlled
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Project Management Plan
� How configuration management will be performed
� How integrity of the performance measurement baselines will be maintained and used
� The need and technique for communication among stakeholders
� Selected project life cycle
� Key management reviews
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