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Identifies that subset of project management body of knowledge generally recognized as good practice Provides a common vocabulary for with project management profession A foundational reference neither complete nor all-inclusive
A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition 3 sections
The
Project Management Framework The Standard for Project Management The Project Management Knowledge Areas
Is project management.
4
Year Succeeded
(On Time, On Budget, Fully Functional)
1994 16%
1996 27%
1998 26%
2000 28%
2002 34%
2004 29%
2009 32%
Failed
(Canceled)
31%
40%
28%
23%
15%
18%
24%
Challenged
(Late, Over Budget, And/Or Less than Promised Functionality)
53%
33%
46%
49%
51%
53%
44%
http://www.galorath.com/wp/2009-standish-chaos-report-software-goingdownhill.php
Project
6
Project: Temporary endeavor undertaken to create a unique product or service or end result Temporary
a definite beginning and end date. Progressive Elaboration Developing in steps and continuing by increments.
Has
Project Management
7
The application of knowledge, skills, tools and techniques to project activities in order to meet the project requirements is Project Management.
Progressive elaboration
Continuously
Portfolio collection of programs/projects that are grouped together to facilitate effective management and meet strategic business objectives Program A group of related projects managed in a coordinated way to obtain benefits not available from managing the projects individually
PMO is usually a centralized organizational unit that oversees the management of projects and programs throughout the organization. The most common reason a company starts a project management office is to establish and maintain procedures, tools and techniques, best practices for project management methodologies and ensure that the project metrics are captured and reported to the Senior Management. PMO does the job of mentoring, coaching and making PM as a profession inside the organization and house for all Project Managers. PMO looks into resource allocation among projects and gets involved resource planning and providing assistance to projects across the organization. PMO plays a pivotal role in developing and managing communication across the organization on projects.
Portfolio
Program 1
Program 2
PM O
Project 1
Project 2
12
Legal requirements Market demand Strategic opportunity / business need Technological advance Customer request
Strategic Planning Projects within programs/portfolios which would lead to achieving the organization goals for which these projects were undertaken becomes Strategic Planning.
Effective project management requires that project manager possesses following characteristics: Knowledge Performance Personal
Communication skills Organizing and Planning Skills Budgeting Skills Conflict Management Skills Negotiation Skills Influencing the Project Organization Leadership Motivation and Team building skills
Organizational or company culture and structure Governmental or industry standards Product standards, quality standards Infrastructure Existing human resources Personnel administration Company work authorization system Marketplace conditions Stakeholders risk tolerances Commercial databases Project management information systems information
Project Lifecycle
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Process: A series of actions bringing about results. Project phase: Division with in a project where extra control is required to effectively manage completion of a major deliverable Project life cycle: Collectively the project phases are known as the project life cycle; provides a framework for managing the project
and Staffing levels are low at start, peak as work is carried out and drops rapidly towards the end Ability to influence the project/product without impacting cost is high at the start and decreases as project progresses Stakeholder influence is high at the beginning and progressively lowers as project continues
Product lifecycle generally sequential, nonoverlapping product phases determined by the manufacturing and control need of the organization. The last phase is generally products retirement. Project lifecycle generally contained within one or more product lifecycles
Project Phases
21
Project phases influence: Project governance across lifecycle Phase to- phase relationship
A
Stakeholders
23
The identification of stakeholders is a continuous process in project life cycle. Either actively involved or their interests are positively/negatively affected by project outcome. Responsibility may vary from occasional contribution to complete sponsorship.
Stakeholders
24
Portfolio Manager
Project Team
Program Manager Project Management Team Project Manager Other Project team members
Customers/ Users
Project
Sponsor (Executive Sponsor and Project Sponsor). This is the person who has ultimate authority over the project. The Executive Sponsor provides project funding, resolves issues and scope changes, approves major deliverables and provides high-level direction. They also champion the project within their organization. Depending on the project, and the organizational level of the Executive Sponsor, they may delegate day-to-day tactical management to a Project Sponsor. If assigned, the Project Sponsor represents the Executive Sponsor on a dayto-day basis, and makes most of the decisions requiring sponsor approval. If the decision is large enough, the Project Sponsor will take it to the Executive Sponsor for resolution.
Steering Committee. A Steering Committee is a group of high-level stakeholders who are responsible for providing guidance on overall strategic direction. They do not take the place of a Sponsor, but help to spread the strategic input and buy-in to a larger portion of the organization. The Steering Committee is usually made up of organizational peers, and is a combination of direct clients and indirect stakeholders. The members on the Steering Committee may also sit on the Change Control Board, although in many cases the Change Board is made up of representatives of the Steering Committee.
Project Team. The project team consists of the full-time and part-time resources assigned to work on the deliverables of the project. This includes the architects, designers, field engineers etc. They are responsible for.
Understanding the work to be completed Planning out the assigned activities in more detail if needed Completing assigned work within the budget, timeline and quality expectations Informing the project manager of issues, scope changes, risk and quality concerns Proactively communicating status and managing expectations
Functional Manager Responsibilities include: Provide expertise on the overall business processes around which the project is focused and provide needed business expertise in those areas Provide direction to the functional resources on managing day-to-day activities and adhering to project deliverable due dates Participate actively in the project with relation to requirements and scope and includes managing risk, time, and cost Help identify change barriers within the business areas Provide two way communication between the affected business area and the Project Team Be available for the indicated percentage of their time allotted for the project.
Program Manager The Program Manager provides leadership and management to teams and projects. They perform a variety of functions which include: Oversee and direct, in conjunction with a Project Manager, the strategic plan, development of business requirements, development of functional and program specifications, implementation etc., Involved with analysis and reporting of scope, time, cost, quality and risk. Work with Project Manager to identify the technical approach to be used and the deliverables to be furnished at the completion of the project Assist Project Manager in schedule and assign resources to ensure that applications satisfy users needs and are completed within agreed upon time parameters Develop and maintain technical documentation on computer-based information systems; compile documentation for design changes or creation criteria.
Planning and Defining Scope Activity Planning and Sequencing Resource Planning Developing Schedules Developing a Budget Understanding and managing Quality Managing Risks and Issues Risk Analysis Benefits Realization Documentation Team Leadership Strategic Influencing Customer Liaison
Composite
Functional Organization
33
Functional Organization
34
Advantages Clear reporting relationships Highly specialized expertise/ pool (not locked up) Homogeneous group Drive for technical excellence
Potential Issues Project boundaries limited to discipline Employee development opportunities limited Project manager dependent on personal influence Hierarchical decision and communication processes Fosters part-time roles
Projectized Organization
35
Projectized Organization
36
Advantages Strong project manager role Clear accountability Fosters co-location Improved focus Cost and performance tracking Decision-making Customer relationships Common processes
Potential Issues Lessening of employee's "profession" identity Reduced focus on technical competence Leadership by the non-technically skilled Focus on administrative work versus technical Devaluing of functional managers
Strong Matrix
37
38
Matrix Functional
Little or none
Weak Matrix
Limited
Balanced Matrix
Low to Moderate Low to Moderate Mixed
Strong Matrix
Moderate to High Moderate to High Project Manager Full-time
Projectized
Project Managers Authority Resource Availability Project Budget controlled by Project Managers role Project management administrative staff
Little or none
Limited
Full-time
Part-time
Part-time
Part-time
Full-time
Full-time
Organizations processes & standards Standard product and project life cycles Quality policies and procedures Performance measurement criteria Templates Tailoring guidelines Organization communication requirements Project closure guidelines Evaluations & acceptance criterions Financial control procedures Standard contract provisions Issue and detect identification and tracking
Change control procedures Risk control procedures Organizational KM Process measurement databases Project files Performance measurement baselines Historical information and lessons learned knowledge based Issue and defect management database Configuration management knowledge base Financial database
Management Processes
Describing and organizing the work to ensure effective flow of the project throughout its existence
Product-Oriented
Processes
Process Groups: Initiating Define a new project or phase by obtaining authorization. Planning Establish scope, refine objectives, define course of action to required to attain the project objectives. Executing Complete work defined in project plan to satisfy the project specifications Monitoring and Controlling Track, review, regulate the progress and performance; identify areas of change and initiate corresponding changes Closing processes Finalize all activities across all phases to formally close project or phase
1. 2. 3. 4. 5. 6. 7. 8. 9.
Project Integration 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
44
Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Estimate Costs Determine Budget Plan Quality Develop Human Resource Plan Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Team Distribute Information Manage Stakeholder Expectations
Project Cost Management Project Quality Management Project HR Management Project Communications Identify Management Stakehol ders Project Risk Management
Plan Communications
Report Performance
Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Plan Procurements Conduct Procurements
Administer Procurements
Close Procurements