Project Management Foundations Course 101 - Project Management Concepts

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Project Management Foundations Course 101 - Project Management Concepts

  1. 1. Project Management FoundationsCourse 101 – Introduction, Lifecycle & Organization Presented By: Think For A Change © Think For A Change, LLC. © Think For A Change, LLC.
  2. 2. Target Student Audience• Little to no experience with: – Formal Project Management Concepts – Project Management Body of Knowledge • Project Management Institute – Program or Portfolio Management Concepts – Role of a Project Manager• Frustrated with: – Failed Projects – Poorly Organized Work Efforts – Lack of Leadership in Project Efforts © Think For A Change, LLC.
  3. 3. Course PM 101 – Introduction, Lifecycle & Organization Course Syllabus: Segment One Introduction to Project Management Segment Two Project Management Lifecycle Segment Three Project Organization & Key Roles Quiz Review What You’ve Learned! © Think For A Change, LLC.
  4. 4. Segment Introduction to One Project Management © Think For A Change, LLC.
  5. 5. What is a Project?• Definition: • “A project is a temporary endeavor undertaken to create a unique product, service or result.” • The temporary nature of a project means that it has a definite beginning and ending • Efforts that have no defined end date or definition of “done” are not projects, they are on-going operations! © Think For A Change, LLC.
  6. 6. More About Projects…• Every project creates a unique product, service or result• Projects end in only one of two ways: 1. The project’s objectives have been reached 2. The project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. © Think For A Change, LLC.
  7. 7. How Are Projects Organized?• Individual Project: • A temporary endeavor undertaken to create a unique product, service or result• Program: – A collection of projects, sub-programs or other work that are managed in a coordinated fashion in support of a portfolio• Portfolio: – A collection of projects, programs, sub-portfolios and operations managed as a group to achieve strategic benefits © Think For A Change, LLC.
  8. 8. What is Project Management?• Definition: • “The application of knowledge, skills, tools and techniques to project activities in order to meet the defined project requirements.” © Think For A Change, LLC.
  9. 9. What is Project Management?• The Project Management Process: - OR - © Think For A Change, LLC.
  10. 10. How is a Project Managed?• Documenting the definition of “done”• Identifying requirements needed to get to “done”• Addressing the various needs, concerns and expectations of the stakeholders in planning and executing• Setting up, maintaining and carrying out communications among stakeholders• Managing stakeholders towards meeting project requirements and creating project deliverables © Think For A Change, LLC.
  11. 11. Balancing Competing Project Constraints• Scope• Quality• Schedule• Budget• Resources Changing any one factor will also change at least one other factor…• Risks/Issues For example, shortening the Schedule will likely increase cost or reduce scope/quality © Think For A Change, LLC.
  12. 12. Project Management and Strategy• Strategic plans are often drafted by organizations to respond to threats and/or opportunities that may occur today, tomorrow or farther into the future• Based on these plans, individual projects are typically formed to address one or more of the following considerations: • Market demand • Strategic opportunity or business need • Societal need • Environmental considerations • Customer demand • Technological advances • Legal or regulatory requirements• Projects and project management discipline are typically the “tools of choice” leveraged by organizational leaders to deliver on strategic direction © Think For A Change, LLC.
  13. 13. Project Management and Execution• Project Management provides: • The ability to apply knowledge, processes, skills, tools and techniques that enhance the likelihood of success over a wide range of projects • A focus on the successful delivery of products, services or results • A means of achieving organizational strategy and objectives © Think For A Change, LLC.
  14. 14. Segment Project Management Two Lifecycle © Think For A Change, LLC.
  15. 15. Project Management LifecycleStarting the Project  Organizing and Preparing  Carrying Out The Work  Closing the Project Initiating Planning Execution and Control Closing INITIATING G COST AND EFFORT PLAN SIN CLO N ING CO G IN N T TR CU O E LL EX IN G Project Charter Project Management Project Delivery Project Closed Plan Acceptance TIME © Think For A Change, LLC.
  16. 16. Project Management Lifecycle• Projects are normally broken down into “phases” • A project phase is a collection of logically-related project activities that culminate in the completion of one or more deliverables. • These phases are also commonly called “work streams” • Project phases are typically completed sequentially (waterfall) but will overlap in may project situations • Project phasing allows the project to be segmented into logical sub-sets for ease of management, planning and control. © Think For A Change, LLC.
  17. 17. Project Management Lifecycle• Common Trends Along The PM Lifecycle • The cost of changing the project scope or final project outcome increase significantly over time • Costs and staffing levels start low during initiation, increase rapidly during planning and execution and tail off as the project draws to a close • The amount of risk and uncertainty will decrease over time • The acceptable range of budgetary uncertainty should decrease over time © Think For A Change, LLC.
  18. 18. Project Management Lifecycle• Predictive Lifecycles (Plan Driven Project Mgmt) • The project scope, time and cost are determined early in the project• Iterative and Incremental Lifecycles (Iterative Project Mgmt) • Project phases intentionally repeat one or more project activities • Iterations develop the final deliverable through a series of repeated cycles • Increments successively add to the functionality of the final deliverable• Adaptive Lifecycles (Agile Project Mgmt) • Intended to identify, and rapidly respond to, high levels of change and ongoing stakeholder involvement © Think For A Change, LLC.
  19. 19. Segment Project Organization Three & Key Roles © Think For A Change, LLC.
  20. 20. Project Organization• Organizational Influences on Project Management: • Vision, mission, values, belief and expectations • Regulations, policies, methods and procedures • Motivation, performance and reward systems • Risk tolerance • Failure tolerance • Operating environment • Leadership style • Workplace culture © Think For A Change, LLC.
  21. 21. Project Organization• Common Project Organizational Structures • Functional • Most of the organization’s resources are focused on individual business functions • Each employee has one clear superior • Employees are grouped by specialty or function • Projectized • Most of the organization’s resources are involved in project-based work • Each employee reports to a Project Manager • Employees are grouped by project or portfolio (“co-located”) • Matrix • Organizational resources are split between normal business operations and project- based work • Employees typically report to a business manager but also receive work direction from the Project Manager • Matrix structures are commonly classified as either Strong, Balanced or Weak, depending on how resources are aligned © Think For A Change, LLC.
  22. 22. Project Organization• Organizational Process-Based Assets • Processes and Procedures • Templates • Document Artifacts • Knowledgebase • Practice Guides • Guidelines • Work Instructions • Organizational Knowledgebase • Configuration Management • Financial Databases • Historical Information (Lessons Learned Documentation) • Issue and Defect Databases • Project Files © Think For A Change, LLC.
  23. 23. What is the Role of a Project Manager?• Definition: • “The Project Manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.” © Think For A Change, LLC.
  24. 24. Project Manager Responsibilities & Competencies• Project Managers accomplish work through the project team and key stakeholders• Successful Project Managers balance knowledge, experience, ethics and a number of interpersonal skills: • Leadership • Political and Culture Awareness • Team Building • Negotiation • Motivation • Trust Building • Communication • Conflict Management • Coaching • Influencing • Leading Without Direct • Decision Making Authority © Think For A Change, LLC.
  25. 25. Project Resources and Stakeholders• Project Stakeholders • Individuals, groups or organizations who may affect, be affected by, or perceive itself to be affected by a decision, activity or outcome of a project • Stakeholders can take an active or passive role in guiding or influencing the scope and outcome of the project effort • Examples of “Stakeholders”: • Project Team Resources (including leadership) • Project Sponsor • Customers/Users (internal and/or external) • Business Partners • Organizational Groups • Functional Managers • Government Regulators • Consultants © Think For A Change, LLC.
  26. 26. Project Teams• Project Teams • The Project Team typically includes the project manager and the group of individuals who act together in performing the work of the project to achieve its objectives • Traditional Project Team Roles: • Project Management Staff • Project Manager, Project Coordinator, PMO Staff, etc. • Project Staff • Tactical resources who identify and execute upon the tasks to be completed • Subject Matter Experts (SMEs) • Finance, Legal, HR, etc. • Business Partners • Line of business managers or individual contributors • Project team members can either be “dedicated” or “shared” to the Project © Think For A Change, LLC.
  27. 27. Project Governance• Project Governance • The oversight function aligned with the organization’s governance model and the project life cycle and/or process methodology • This framework provides the Project Team: • Success and deliverable acceptance criteria • Issue management and escalation protocols • Communications management protocols • Project decision-making processes • Alignment of projects with corresponding programs or portfolios • Stage-gate or phased review process management • Change management review and approval protocols • Internal stakeholder alignment © Think For A Change, LLC.
  28. 28. What is a Project Management Office (PMO)?• Definition: • “A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques” © Think For A Change, LLC.
  29. 29. The Project Management Office (PMO)• The primary function of a PMO is to support project managers: • Managing shared resources across all projects • Identifying and developing project management methodology, best practices and standards • Coaching, mentoring, training and oversight • Developing, managing and monitoring usage of policies, procedures and templates • Coordinating communication across the organization regarding project management discipline © Think For A Change, LLC.
  30. 30. Final Thoughts…• Projects are temporary initiatives that have a defined beginning and ending• Project outcomes are directly affected by the “Triple Constraint” of Time, Scope and Cost• Project Management is a formal discipline that applies knowledge, skills, tools and techniques to project activities in order to meet the defined project requirements• Successful projects rely on people, processes, tools, techniques, oversight, structure, leadership and organization © Think For A Change, LLC.
  31. 31. QUIZ Review What You’ve Learned! © Think For A Change, LLC.
  32. 32. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 1: • How are projects traditionally organized? © Think For A Change, LLC.
  33. 33. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 1: Answer: • How are projects • Individual Projects traditionally organized? • Programs • Portfolios © Think For A Change, LLC.
  34. 34. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 2: • What are the three (3) common project organizational structures? © Think For A Change, LLC.
  35. 35. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 2: Answer: • What are the three (3) • Functional common project • Projectized organizational • Matrix structures? © Think For A Change, LLC.
  36. 36. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 3: • Project team members can either be ______ or __________ to the project? © Think For A Change, LLC.
  37. 37. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 3: Answer: • Project team members • Project team members can either be ______ or can either be DEDICATED __________ to the or SHARED to the project? project? © Think For A Change, LLC.
  38. 38. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 4: • True or False? Projects end in only one of two ways: 1. The project’s objectives have been reached 2. The project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. © Think For A Change, LLC.
  39. 39. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 4: Answer: • True or False? Projects end in • TRUE only one of two ways: 1. The project’s objectives have been reached 2. The project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. © Think For A Change, LLC.
  40. 40. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 5: • The primary function of a PMO is to support _______________? © Think For A Change, LLC.
  41. 41. Course PM 101 – Introduction, Lifecycle & OrganizationQUIZ Question 5: Answer: • The primary function of • Project Managers a PMO is to support _______________? © Think For A Change, LLC.
  42. 42. CONGRATULATIONS! You have successfully completed:Project Management FoundationsCourse 101 – Project Management Introduction, Lifecycle and Organization PRESENTED BY: Think For A Change, LLC. © Think For A Change, LLC.
  43. 43. For more information on best/next practices,educational training, tools, techniques and processmodels for: – Project Management – Innovation Management – Product Management – Leadership Please visit: http://www.thinkforachange.com © Think For A Change, LLC.

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