5. Defining project management
The Project Team
The role of the project manager
Small Scale Projects
Managing the Project
Project Operations
Project Control
Learning Outline
6. What is a Project?
A temporary and one-time endeavor
undertaken to create a unique
product or service, which brings about
beneficial change or added value
can be large or small and take a
short or long time to complete
*PMI, A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) (2004), p. 5.
7. Defining Project Management
The application of knowledge, skills,
tools and techniques to project
activities to meet project requirements
Organizing and managing resources
so the project is completed within
defined scope, quality, time and cost
constraints
*PMI, A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) (2004), p. 8
8. Defining project management
The Project Team
Small-Scale Projects
Managing the Project
Project Operations
Project Control
Learning Outline
9. the group responsible for planning and executing
the project
consists of a Project Manager and a variable
number of Project Team members, who work
together to deliver their tasks according to the
project schedule
Project Team
10. Project Team Members
responsible for executing tasks and producing
deliverables as outlined in the Project Plan and
directed by the Project Manager, at whatever
level of effort or participation has been defined
for them
On larger projects, some Project Team members
may serve as Team Leaders, providing task and
technical leadership, and sometimes
maintaining a portion of the project plan
11. What makes this all work?
A good, solid professional project
manager
12. Project Manager
a person with experience in all aspects of
architecture and engineering and project
management, the project manager may be
registered as an architect or engineer, or it may
be simply a title
20. A good project team can be the key to a
successful project!
21. Learning Outline
Defining project management
The Project Team
Small-Scale Projects
Managing the Project
Project Operations
Project Control
22. Small-Scale Projects
characterized by factors such as short duration;
low person hours; small team; size of the budget
and the balance between the time committed
to delivering the project itself and the time
committed to managing the project
They are otherwise unique, time delineated and
require the delivery of a final output in the same
way as large-scale projects.
23. Learning Outline
Defining project management
The Project Team
Small-Scale Projects
Managing the Project
Project Operations
Project Control
24. Manage the Project
Successful project
management is delivering a
quality outcome that meets
the client’s requirements
within time, scope, and
budget.
25. Projects Operations
Work done to sustain the project
Processes done from the beginning
of the project until its closing
27. Project Controls
Management action, either preplanned to
achieve the desired result or taken as a
corrective measure prompted by the
monitoring process
mainly concerned with the metrics of the
project, such as quantities, time, cost, and
other resources; however, also project
revenues and cash flow can be part of the
project metrics under control
28. Project Controls
encompass the people, processes and tools
used to plan, manage and mitigate cost and
schedule issues and any risk events that may
impact a project.
29. Beware of scope creep
Gradual, progressive increase in the project’s scope that is not
noticed immediately
Occurs when additional requirements result in scope change
and can cause cost and schedule overruns
But what is it?
32. Time Management
Defining Activities
Sequencing Activities
Resource Estimating for
Activities
Duration and Effort
Estimation
Development of the
Schedule
Schedule Control
33. Total Quality Management (TQM)
the processes and initiatives that produce
products or services are thoroughly
managed
Quality control is very essential when it comes
to every project, because this will show how
you manage the working ethics of yours
staff/team on the project
It’s a balancing act – you’ve got a lot of things to keep going - and going well – all at once!
In order to define project management, we need to understand what a project is.
A project is a temporary and one-time endeavor undertaken to create a unique product or service, which brings about beneficial change or added value.
Projects have end dates!
The textbook definition of PM is:
The application of knowledge, skills, tools and techniques to project activities to meet project requirements
And
Organizing and managing resources so the project is completed within defined scope, quality time, and cost constraints.
Read the slide. (CLICK)
Read the slide. (CLICK)
ASK THE AUDIENCE?? Do we have any project managers in the audience?? Does anyone know what the PM Triple Constraints are? (GIVE CANDY)
The PM Triple constraints are the keys to quality and success! These three are interdependent and create quite a balancing act for Project Managers.
The time constraint is the amount of time available to complete a project. All projects have deadlines or end dates. This may be the most difficult constraint to manage.
The cost constraint is the budgeted amount available for the project. Remember that cost also translates to resources – people, equipment, and materials.
The scope constraint is what must be done to produce the project's end result – the system you need – meeting your requirements!
These three constraints are often competing constraints:
increased scope typically means increased time and increased cost,
a tight time constraint could mean increased costs and reduced scope,
a tight budget could mean increased time and reduced scope, or managing the project over a longer period of time to take advantage of various funding opportunities without a loss of continuity!
The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints.
a good project manager needs to be a juggler (CLICK)
At times a magician (CLICK)
a teacher (CLICK)
a policeman (CLICK)
a parent (CLICK)
A Project Manager has to manage - juggle the triple constraints! Time Cost Scope
A quote from PMBOK -- “An under-qualified project manager can destroy a contract as effectively as an under-qualified engineer”
….now we will discuss some of the skills involved in project management!
ASK THE AUDIENCE – what skills are important?
(CLICK)
The PM doesn’t have to be an expert in the application area but –
they do need to understand the application area, the standards required, and the regulations that apply (includes functional, technical, financial, and procurement).
(CLICK)
Understand the project environment!
What are the cultural, social and political characteristics you are doing with? (DON”T TALK ABOUT INTERPERSONAL SKILLS)
There are big differences between FSP & WIC - and even more between government and private industry! (think about dealing with contractors!)
Educate yourself, listen and try to understand.
General management skills and knowledge – prioritization, organization, decision-making, supervision, budgeting, negotiation
(CLICK)
Communication skills!!! Written, oral, presentation! These are essential!
(CLICK)
Interpersonal skills – this is a high visibility position for the duration of the project!
The PM needs to be seen, heard, and understood. Calls for diplomacy, tact, and good listening skills. Maybe mediation.
Primary role is to make things happen.
Jumping through fiery hoops and keeping the money coming is only the tip of the responsibilities!
Together we can! Working together as a team means winning together as a team!
This is how you do want your team to feel!
A good project team doesn’t mean leaving the uncooperative people out of the room – make the extra effort to co-opt them!
Draw on all areas of expertise! You need the subject matter experts on your team!
Involve your stakeholders – encourage synergy and collaboration!
Being a team member also gives stakeholders a sense of ownership and commitment.
Good teamwork makes the Project Manager look good and the project successful!
This is a creep you need to be ready to identify and deal with!
Scope creep occurs when additional requirements, sometimes minor, are identified and added to the project. Overtime, these collectively may result in scope change and cause cost and schedule overruns.
OFTEN DON’T RECOGNIZE IT BECAUSE IT HAPPENS WHEN EVERYONE IS AGREEING!
Delineate between requirements and enhancements. You need buy-in from all of the stakeholders to add enhancements.
This ties back to the triple constraint and our nemesis scope creep. It also may reflect poor planning.
Keep on top of your budget. Don’t let changes in time or scope occur without updating your budget.
A GOOD PROJECT MANAGER STAYS ON TOP OF THE BUDGET.
While some changes in budget are not uncommon, projects that go significant over budget are in danger of not getting something they really need or want that comes later in the project because of failure to control cost.
