A framework for project management

A Balancing ActSchedule requirements cost Source: William Gendron, presentation at 1998 PMI Global Forum Business Objective Risk Risk The Project Customer Expectation... Unit 2: Project

A Framework for

Project Management

The Project Management Institute

Education Department

Welcome to this seminar, A Framework for Project Management It is designed to

provide a basic structure or model that can be helpful in thinking about, understanding, discussing and managing projects It will prepare you to develop more advanced skills

by applying seminar content to your position responsibilities, studying the recommended readings in project management (see Appendix C), and in taking other seminars offered

by PMI® and educational organizations who subscribe to PMI standards of project

management

projects through your active participation in the exercises and discussions based on your unique experiences.We believe this learning experience can help you succeed in today’s environment of constant change, high performance expectations, resource constraints

and global challenges

many PMI members who have reviewed the material and made many suggestions to

improve its effectiveness.

Welcome

Your Expectations

Unit 1: Introduction and Key Concepts

Upon completion, you will be able to …

Key PM Concepts from the PMBOK® Guide

* Project Management—A Managerial Approach, 1995, by Jack R Meredith and Samuel J Mantel Jr.

Why Do We Need Project Management?*

Project and Statement of Work (SOW)

product or service.”

under contract

Project Management

“The application of knowledge, skills, tools and techniques

to project activities in order to meet or exceed stakeholder needs

and expectations from a project.”

PM Environment

Discussion Question

in which projects are managed today?

Accelerating Trends (continued)

A Balancing Act

Schedule requirements cost

Source: William Gendron, presentation at 1998 PMI Global Forum

Business Objective

Risk Risk

The Project

Customer Expectation

A Balanced Project

Scope

Quality

Business Objectives

Expectation and Objective Congruency

Client/Customer Expectations

Customer wants more than the organization intends to provide.

High

Business needs more from the project than the customer.

OK

Contrast Projects and Operations

Discussion Question

organization, and goals

Contrast Projects and Operations

Projects

organization, and goals

Exercise 1-1

PM Pitfalls and Pluses

the top three factors that caused serious problems?

Common Pitfalls

Factors Affecting Project Success

Potential Benefits of PM for the Organization

Potential Benefits of PM for You

Integration Management

Integration

Quality

Summary

Unit 2: Project Life Cycle Models

Upon completion, you will be able to …

Key Concepts

culminating in the completion of a major deliverable.”

project life cycle.”

into product phases, from product conception to operations to product

phase-out

Generic Cost and Staffing Life Cycle

Project Life Cycle

Final Phase Intermediate Phases

Initial Phase

Pharmaceutical Project Life Cycle Model

Spiral Methodology

Identify Evaluate

Test Evaluation Evaluation Risk Analysis Business

Requirements

System Requirements

Subsystem Requirements

Unit Requirements

Conceptual Design Logical Design Physical Design Final Design

Proof of Concept First Build Second Build Final Build

Deploy Operations and Production Support

Importance of Phase Reviews

Requirements Review

General Design Review

Detailed Design Review

Unit Test

Proposal

Preparation

Requirements Analysis

General Design

Detailed Design

Code and Debug

Phase Initiation Example

Detailed Design Phase

design phase

phase

Exercise 2-1

Project Life Cycle Model

them, and write a brief statement of purpose for each phase

Summary

Unit 3: Initiating Projects

Upon completion, you will be able to …

whole or to a project phase

Process Groups

InitiatingProcesses

PlanningProcesses

ControllingProcesses

ExecutingProcesses

ClosingProcesses

Process Group Overview

T o t h e

P l a n n i n g

P r o c e s s e s ( F i g u r e 3 – 5 )

I n i t i a t i n g P r o c e s s e s

5 1

I n i t i a t i o n

Purpose of Initiation Process

1 To commit the organization to a project or phase

2 To set the overall solution direction

3 To define top-level project objectives

4 To secure the necessary approvals and resources

5 Validate alignment with strategic objectives

6 To assign a project manager

Process Output Input

Tools and Techniques

Project Charter Content

Exercise 3-1

Project Charter

Sample Initiating Activities

qualified vendors

Key Outputs of Initiation Process

Unit 4: Planning Projects

Upon completion, you will be able to …

a scope statement, WBS, and milestone chart

Planning Process Group

InitiatingProcesses

Planning Processes

ControllingProcesses

ExecutingProcesses

ClosingProcesses

Purpose of Planning Processes

To develop a project plan that:

* Project Management—A Managerial Approach, 1995, by Jack R Meredith and Samuel J Mantel Jr.

Process Output Input

Tools and Techniques

1 Product description

2 Project charter

3 Constraints

4 Assumptions

"… the process of developing

a written scope statement as the basis for future project decisions including, in particular, the criteria used to determine if the project or phase has been completed successfully.”

Project Scope Statement Purpose

to be provided by the project

stakeholders

be assumed to be part of the project

Exercise 4-1

Scope Statement

based on the project charter developed in the initiating process exercise

Tools and Techniques

1 Work breakdown structure templates

1 Work breakdown structure

Core Planning Processes

Scope Definition

Work Breakdown Structure (WBS)

and defines the total scope of the project

project component

WBS Purpose

be made at the project level

P ro je c t M a n a g e m e n t P ro je c t M a n a g e m e n t

W a s te W a te r Tre a tm e n t P la n t

T h is W B S is illu s tra tiv e o n ly It is n o t in te n d e d to re p re s e n t th e fu ll p ro je c t s c o p e o f a n y s p e c ific

Validate Your WBS

accept responsibility?

Using the WBS to Estimate Cost

Exercise 4-2

Work Breakdown Structure

from applying the WBS test criteria

Process Output Input

Tools and Techniques

Process Output Input

Tools and Techniques

1 Project network

2 Activity list updates

1 Precedence diagramming method

2 Arrow diagramming method

3 Conditional diagramming method

4 Network templates

Core Planning Processes

Activity Sequencing

Precedence Diagramming Method

Process Output Input

Tools and Techniques

Core Planning Processes

Activity Duration Estimating

Schedule Purpose

controlling project activities

Benefits of a realistic schedule?

Benefits of a Realistic Schedule

Key Scheduling Definitions

Work Activity 2

Set up Activity 1

Finish Activity 3

Network Techniques

AOA Example

Scheduling Techniques

Activity on Node

Task B Task A

Precedence Relationships

Finish to Start

The “from” activity Task A must finish before

the “to” activity Task B can start

Precedence Relationships

Start to Start

The direction of the arrow defines which task is the predecessor and which is the successor.

Tasks A and B may start at the same

time, but the successor (B) cannot start

until the predecessor (A) begins.

Task B Task A

Precedence Relationships

Finish to Finish

Tasks A and B may end at the same

time, but the successor (B) cannot

Task A

PDM Example Diverging-Converging Activities

Diverging Activities

Multiple predecessors with single successor

Single predecessor with multiple successors

Converging Activities

Forward Pass Definitions

 Early Start Date (ES)

network logic and any schedule constraints

 Duration (DU)

periods, required to complete the activity; expressed as workdays

or workweeks

 Early Finish Date (EF)

 Forward Pass

and early finish dates for each task, progressing to end (right-most box) of the network

Forward Pass Calculation

EF = ES + DU – 1

DU = 4 Paint Walls

DU = 3 Paint Ceiling

DU = 2 Paint Trim

DU = 2 Paint Walls (2nd Coat)

DU = 2 Prep

DU = 2 Clean-up

ES

LS

EF

LF

Backward Pass Definitions

 Late Start Date (LS)

activity’s successor

affected

 Float or Slack

without delaying the project finish date

Backward Pass Calculation

Name Duration ES EF LS LF Float

Process Output Input

Tools and Techniques

1 Project network diagram

2 Activity duration estimates

1 Project schedule

2 Supporting detail

3 Schedule management plan

4 Resource requirements updates

Core Planning Processes

Schedule Development

Key Scheduling Concepts

Exercise 4-3

Project Milestones

Process Output Input

Tools and Techniques

be used to perform project activities.”

Process Output Input

Tools and Techniques

to complete project activities.”

Process Output Input

Tools and Techniques

Process Output Input

Tools and Techniques

1 Other planning outputs

1 Project plan

2 Supporting detail

1 Project planning methodology

2 Stakeholder’s skills and knowledge

3 Project management information systems

Core Planning Processes

Project Plan Development

Facilitating Planning Processes

Sample Planning Activities

project deliverables

Key Outputs of Planning Processes

The Project Plan

Unit 5: Executing Projects

Upon completion, you will be able to …

Executing Processes

InitiatingProcesses

PlanningProcesses

ControllingProcesses

Executing Processes

ClosingProcesses

E x e c u tin g P ro c e s s e s

To th e

C o n tro llin g

P ro c e s s e s (F ig u re 3 – 7 )

Process Output Input

Tools and Techniques

1 General management skills

2 Product skills and knowledge

3 Work authorization system

4 Status review meetings

5 Project management information system

6 Organizational procedures

Core Execution Process

Project Plan Execution

Facilitating Execution Processes

Sample Executing Activities

Unit 6: Controlling Projects

Upon completion, you will be able to …

Controlling Processes

InitiatingProcesses

PlanningProcesses

Controlling Processes

ExecutingProcesses

ClosingProcesses

To keep the project on track in order to achieve its objectives as outlined

in the project plan by:

To th e

P la n n in g

P ro c e s s e s (F ig u re 3 – 5 )

To th e

C lo s in g

P ro c e s s e s (F ig u re 3 – 8 )

Process Output Input

Tools and Techniques

1 Project plan

2 Work results

3 Other project records

“… collecting and disseminating performance information This includes status reporting, progress measurements, and forecasting.”

Core Controlling Processes

Performance Reporting

Process Output Input

Tools and Techniques

Core Controlling Processes Overall Change Control

1 Project plan updates

(c) managing the actual change when and as they occur.”

Facilitating Controlling Processes

Process Output Input

Tools and Techniques

1 Risk management plan

2 Actual risk events

3 Additional risk identification

Facilitating Controlling Processes

Risk Response Control

Key Cost Concept

Earned Value

work to determine if cost and scheduled performance is as planned

Controlling Activities

Unit 7: Closing Projects

Upon completion, you will be able to …

Closing Processes

InitiatingProcesses

PlanningProcesses

ControllingProcesses

ExecutingProcesses

Closing Processes

Formalizing acceptance of the project and bringing it to an orderly end by:

Process Output Input

Tools and Techniques

verification (was all work completed correctly and satisfactorily) and administrative close-out (updating of records

to reflect final results and archiving of such information for future use.”

Process Output Input

Tools and Techniques

1 Performance measurement

documentation

2 Documentation of the

product of the project

3 Other project records

“… verifying and documenting project results to formalize acceptance of the product by the sponsor, client or

Core Closing Process

Administrative Closure

Sample Closing Activities

made available for future projects

project acceptance documents

personnel to other projects or positions

PlanningProcesses

ControllingProcesses

ExecutingProcesses

ClosingProcesses

Communication Flow

Plans and Updates

Status Guidance Changes

Exercise 7-1

Process Group Allocation

Units 3–7 Summary

process group

process group

Unit 8: Organizational Impacts

Upon completion, you will be able to …

process and effectiveness of project management

Functional Organization

Discussion Question

this type of organizational structure foster?

Functional Organization

Potential Advantages

Functional Organization

Potential Issues

Projectized Organization

Discussion Question

does this type of organizational approach foster?

Project-Based Organization

Potential Advantages

Project-Based Organization

Potential Issues

Structure Influence on Projects

Exercise 8-1

Organizational Impacts

management in your organization, what changes would you make:

Unit 9: Overview of Knowledge Areas

Upon completion, you will be able to …

in the processes in each knowledge area

Overview of Knowledge Areas

Scope IntegrationHuman ResourcesCommunications

Risk Procurement

Quality

Project Integration Management

“A subset of project management that includes the processes required to

ensure that the various elements of the project are properly

coordinated.”

Proposal

Request

Proposal Phase

Requirements Analysis Phase

General Design Phase Detailed Design Phase

Code and Debug

Overlapped phases can yield cost and schedule benefits but add to the

integration challenge

The Integration Challenge

Software Product Development Example

Characteristics of Effective Integration

Project Scope Management

“Includes the processes required to ensure that the project includes all of the work required, and only the work required to complete the project

Key Scope Concepts

 Configuration Management

versions

 Specification

for the purpose of purchase and/or implementation of an item or service

 Sources of Scope Change

deliverable

Key Scope Concepts (continued)

Work Breakdown Structure

defines the total scope of the project

project component

Project Time Management

to ensure timely completion of the project

Purpose of Scheduling Processes

work units

Remodel Kitchen WBS

Purchase Appliances

Purchase Fixtures

Remodel Kitchen

Level 1

Level 2

ID Task Name Dur

Kitchen Remodeling

Forward Pass - Early Dates

Kitchen Remodeling

Backward Pass - Late Dates

ID Task Name Dur LS Date LF Date

Total Float = Late Finish Date – Early Finish Date

Project Cost Management

“… the processes required to ensure that the project is completed within

the approved budget.”

One Performance Measurement

Cumulative Status Display

Dollars

Current Date

BCWS

BAC ACWP

BCWP

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1999 2000 2001

Variances

Current Date

100 90 80 70 60 50 40 30 20 10 0

Plan BCWS

Earned Value BCWP

Schedule Variance (SV)

Actual ACWP

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1999 2000 2001

Current Date

100 90 80 70 60 50 40 30 20 10 0

1999 2000 2001

Plan BCWS

Earned Value BCWP Actual ACWP

What Is the Time Variance?

Project Management—A Managerial Approach, 1995, by Jack R Meredith and Samuel J Mantel Jr.

Actual ACWP

Earned Value BCWP

Cost Variance (CV) Plan BCWS

Project Quality Management

“A subset of project management that includes the process required to

ensure that the project will satisfy the needs for which it was

undertaken.”

Project HR Management

“… the processes required to make the most effective use of the people

involved with the project.”