Project management part 1

Project Initiation
Project Planning
(Scope)
Project Planning
(Workflow)
Project Planning
(Resources)
Project Planning
(Finalization)
Project Baseline and
Execution
Project Monitoring and
Control
Project Reporting and
Communication
Project Closure
Project Management - Steps

Sample – Software Project “Smart Adverse Event Processing
Management System (SAEPMS)”
Adverse Event Processing Engine
HTML
email
Text
email
SMS
adversevent@berkeley.edu
Extract following details from Email/SMS Message
 From / Sender
Attachments
Body / Contents
Timestamp / Date time when email was send
Database Cluster
Web Server
User Experience (UX)
Adverse Event
Messages
1
2 3 4
5

1
2
3
4
5
User sends email or SMS text message to sample inbox i.e adversevent@berkeley.edu
Processing engine extracts meaningful information from the adverse event
messages and stores information in database.
Database stores all the information of adverse event and user details of the web
application.
Web Server host web pages so that admin users and other users can access the web
application.
User Experience is the web pages used by admin users and other users to
view/modify adverse event data.
Sample – Software Project “Smart Adverse Event Processing
Management System (SAEPMS)”

Projects
“A project is a temporary endeavor undertaken to
create a unique product, service, or result. The
temporary nature of projects indicates a definite
beginning and end.”
Time (Schedule)
Scope (Deliverable)
Cost (Resources)
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

Definition of Project Management
“Project management is the application of
knowledge, skills, tools, and techniques to
project activities to meet the project
requirements.”

Projects and Programs
“A program is defined as
a group of related
projects managed in a
coordinated way… A
project may or may not
be part of a program,
but a program will
always have projects.”
Project
Project Project
Project Project
Program

Projects and Operations
Operations are an organizational function
performing the ongoing execution of
activities that produce the same product or
provide a repetitive service…
Operations are ongoing; projects are
temporary endeavors

Goals of Project Management
• Meet or exceed stakeholder expectations.
• Achieve project goals, balancing trade-offs
such as time, cost, quality, resources, and
other constraints.
• Manage change through iterative planning
and progressive elaboration.
• Build teamwork, trust, and contributor
relationships.
• Establish effective communications.

Project Management Triple Constraint
“Manage these or they
will manage you!”

Project Management Triple Constraint

Impact of Project Slip or Failure
Cost of Change
Project Phases
Project Completion
Implementation
Design
Definition
Concept

Cost of Change vs. Time
Example for software project.

Project Management Challenges
• Unclear or poorly understood objectives
• Excessive schedule pressure
• Insufficient or uncommitted resources
• Unrealistic project complexity
• Shifting priorities and requirements
• Inadequate communication
• …

PMBOK® Guide Process Groups
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
Figure 3-1. Project Management Process Groups

Figure 3-2. Process Groups Interact in a Phase or Project

Project and Product Life Cycles
Product life cycles align with project life cycles,
but may have phases preceding project work
and phases following it.
Typical Product Life Cycle Phases
Strategy/
Project
Selection
Project Monitoring
Phases
Project
Acceptance
Support Retirement
Typical Project Life Cycle Phases
Planning
Phases
Execute/
Build Phases
Test/
Evaluate
Closure

Figure 3-4. Project Boundaries

Project Life Cycles
• Phased, Stage Gate
For projects that are best managed using a succession
of phases; generally best for easily definable project
work.
• Agile, Iterative
For novel projects that are difficult to define; usually
most effective for smaller projects having easily
developed interim deliverables.
Differences are mostly about scale; an iterative life
cycle may be a sequence of brief projects.

Proposal-type Life Cycles
(Construction, Solution, Fee-for-Result Projects)
Typical Life Cycle Phases
Initiation
Planning and
Proposal
Selection Implementation Warranty Support
Alignment of Project Phases and PM Processes
Initiating
Processes
Planning
Processes
Executing,
Monitoring & Controlling Processes Closing Processes

Development-type Life Cycles
(IT, Infrastructure, Reengineering Projects, Product
Development Projects)
Requirements
and Planning
Study/
Define
Specify/
Design
Test/
Closure
Enhance/
Support
MaturityDevelop/
Build
Initiating
Processes
Planning
Processes
Executing,

Figure 2-9. Typical Cost and Staffing Levels Across the Project Life Cycle

Agile, Iterative Life Cycles
(Cyclic, Evolutionary, Adaptive Methodologies)
Initiation
Release
Planning
Cycle 1 Cycles 2-N Closure Support
Initiating
Processes
Planning
Processes
Executing,

Project Charter Definition
• This document provides official authorization to start the
project.
• This document must be supported and approved by the
sponsor.
• In some cases, the project charter may be developed by
others before the Project Manager has been assigned.
“Without a project charter, you don’t officially have a project.”

Project Charter Content
Project charters include information such as:
– Project purpose or justification
– Project leader/manager
– Project sponsor authorizing the work
– Measurable objectives and initial requirements
– Milestone schedule
– Initial budget
– Completion criteria
– High-level risks

Identifying Project Stakeholders
Other Stakeholders
Core Team
• Full-time on project
• Involved in planning
and execution
Extended Team
• Part-time
• Involved in specific
activities
Other Stakeholders
• Sponsor
• Management
• Customers
• Users
• Vendors
• Partners
• Regulators
• …
Extended Team
Project
Leader
Core Team

Acquire Project Team
“The process of confirming human resource
availability and obtaining the team necessary to
complete project assignments.”
(PMBOK 9.2)

Project Team Roster
Name Role and
Responsibility
Phone(s) email Location …
Create your roster and keep it updated.

Project Team Challenges
• Cross-functional teams
• Contributors who report to others
• Virtual teams
• Geography
• Time zone
• Language
• Culture
• Differing systems, processes, organizations

Define Project Objective
• Keep it short--25 words or so
• Summary of project
scope, time, and cost
• Clear and
understandable
• Avoid jargon and
acronyms
• Like initial scope,
this is only a target
Time/
Schedule
Cost/
Resources
Scope/
Deliverable

Establish Project Priorities
Time CostScope
Least Flexible
Moderately Flexible
Most Flexible

Validate Project Objective
Restate the request, and iterate as needed to
gain consensus.
Objective
and Priorities
Sponsor (And/Or:
Customers, Other Stakeholders)
Initial
Request
Project Manager/
Team
Objective

Define a Project Vision
Vision is about why your project matters.
– Describes how the world will be better or different when the
project is successfully completed.
– Answers: “What’s in it for me?”
– Can motivate the project team.
“[We will create] a motor car for the great multitude. It will be so
low in price that no man making a good salary will be unable to own
one. The automobile will be taken for granted ... [and we will] give a
large number of men employment at good wages.”
- Henry Ford

Conduct a Start-up Workshop
An event where the project team initiates
processes to successfully start the project and
begin building teamwork. Workshop benefits:
– Promote common understanding of project goals
and priorities
– Create cohesive team
– Reduce wasted time, redundant effort
– Get a fast start on the project

Develop Project Management Plan
“The process of defining, preparing, and
coordinating all subsidiary plans to integrate
them into a comprehensive project
management plan.” (PMBOK 4.2)
Project plans include:
• Schedule
• Budget
• Quality plan
• Communications plan
• Human resources plan
• Risk management plan
• Procurement plan
• …
(Note: This course focuses on basic planning processes)

Benefits of Project Planning
• Set a basis for good communication.
• Minimize rework and missing work.
• Improve performance to schedule.
• Create deliverables that meet expectations.
• Better manage risk.
• Refine the understanding of the project.
• Establish that the project is possible.

Project Planning
• Project planning processes are scalable, applicable to
projects of any size.
• Planning continues throughout a project, so it is self-
correcting (progressive elaboration).
• While project planning processes are generally started
in a set sequence, later steps are likely to reveal
information that results in iteration back to adjust
earlier planning and assumptions.

Project Planning Steps
• Collect requirements, define scope.
• Define work breakdown structure (WBS) and project
activities.
• Sequence activities
• Estimate activities
• Analyze workflow
• Delegate responsibilities, analyze resources
• Assess constraints and risks
• Negotiate, adjust, and finalize plans
• Set the project baseline

Project Planning Horizon
• Detailed planning is often inaccurate for work
more than six months in the future.
• Longer projects often use Phase or “Rolling Wave”
planning.
• Regardless of project duration, periodically review
project plans and assumptions.
• Planning and execution inevitably overlap for most
projects.

Collect Requirements
“The process of determining, documenting and
managing stakeholders needs and requirements
to meet the project objectives.” (PMBOK 5.2)
Scoping begins with defining requirements.

Requirement Specification Process
Valid
Requirements
Specification
Gather
Requirements
Validate
Requirements
Specify
Requirements
Current
Knowledge
Agreement
?
NO
YES
Technology
Capability

Document Requirements
Formalize specifications in writing. Strive to make each
requirement:
 Specific
 Measurable
 Achievable
 Stable
 Clear and unambiguous
Project deliverables, like all parts of scope definition, will
become clearer and more specific over time.

Requirements: Is & Is Not
Is Is not
• What it isn’t.
• What it doesn’t do.
• “Wants” that you will
exclude.
• Features to be included
in the next project.
• Valid requirements that
won’t be in this project.
• …
• What it is.
• What it does.
• What it looks like.
• How it works.
• “Musts.”
• “Wants” that you will
include.
• …
Set boundaries on the project; make needed adjustments before you plan and begin
the work.

Acceptance/Completion Criteria
• The criteria your project customer will use to
verify scope and accept your project deliverable.
• Specific testing criteria that will be used to
validate the deliverable is complete.
• Technical specifications and performance data.
Define what “done” looks like at the start.

Define Scope
“The process of developing a detailed description of the
project and product.” (PMBOK 5.3)
Scope definitions may be called (or be part of):
• Project Charter
• Project Data Sheet
• Proposal
• Reference Specifications
• Statement of Work
• Plan of Record
• …
Whatever you call it,
write it down.

Create Work Breakdown Structure
“The process of subdividing project deliverables
and project work into smaller, more manageable
components.” (PMBOK 5.4)
A Work Breakdown Structure (WBS) is a logical hierarchy where:
• Each lower level provides greater detail than the previous level.
• Any level can be easily and completely "rolled up” to the next higher
level.
• All activities that must be completed in order to complete the project are
identified.
Most projects will require multiple iterations of the WBS to
develop a complete picture.

Organize the Work
• Develop task descriptions in "verb-noun" form.
• Group all tasks into major categories of work. Some
typical methods are:
• Major deliverables
• Organizational responsibility
• Business Function
• Geographical location
• Life cycle or project phases
• Seek groupings of subtasks with no more than 4 to 7
items.

WBS Formats
Outline
Project Objective
Task 1.0
Task 1.1
Task 1.2
Task 1.3
Task 1.4
Task 2.0
Graphical
Project Objective
1.0
1.41.31.21.1
4.03.02.0
Task 3.0
Task 4.0
(As with “sticky” notes) (As with scheduling tools)

Top-down vs. Bottom-up
 Top-down: Work from the project objective down.
 Bottom-up: Have everyone brainstorm as many tasks
as possible. Organize the tasks into logical groupings.
Either approach (or a combination) can result in a
thorough WBS. Use the approach that works best for you
and your team.

Project management part 1

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Project management part 1