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  • Chapter 10 Developing and Managing Products
  • Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 11- This slide relates to material on p. 291.
  • Ben Mkt 347 Week 4

    1. 1. Week four MGT 347 Project Management Robert Harris, MS, PMP PhD Cohort 8 Organization Development
    2. 2. <ul><li>Agenda </li></ul><ul><li>Guest announcement </li></ul><ul><li>Explain TPM definition, characteristics, strengths, and weaknesses </li></ul><ul><li>The instructor will discuss the levels of project management </li></ul><ul><li>Discuss the project management life cycles </li></ul><ul><li>Discuss roles and responsibilities of team members </li></ul><ul><li>Groups will discuss Agile, Risk and Procurement management issues in their corporation </li></ul><ul><li>Three Group activities and Discussion </li></ul>Slide 1-
    3. 3. Learning Teams <ul><li>Formation </li></ul><ul><li>Logs </li></ul><ul><li>Charter </li></ul>
    4. 4. <ul><li>Expectations and General Discussions </li></ul><ul><li>Introduce Yourself </li></ul><ul><li>     (8 Messages ) One of the most important aspects of this course is the interaction between you and your fellow learners.  This discussion provides a great opportunity for you and your fellow learners to get to know each other. Write and post your self-introduction including mention of your educational and employment background related to the topics of this course.  Also include a response to one of the following: Draft one or two specific goals you want to accomplish by the end of the course. Consi...more </li></ul><ul><li>Faculty Expectations </li></ul><ul><li>     (0 Messages ) Welcome to MGT 347 Project Management  MGT 347 represents one of the essential Business Management courses regarding Project Management. This course will provide you theory and authentic examples used by practicing professionals in the field today. Project managers, Procurement officers and other stakeholders, spend about 80% of their time communicating about, financial, technology, time, cost and scope. You will find this course provides you valuable terms and new processes used in today’s bu...more </li></ul><ul><li>MKT 347 slides, Updates, Handouts, etc. </li></ul><ul><li>     (10 Messages ) Occasionally, I will post information from Journals, MKT 347 Class slides,  Internet sites and news sources that relates to Project Management.  Let me encourage you to visit Project Management Institute's  (PMI) web site: www.pmi.org Thank you, Robert </li></ul><ul><li>Week 3 Discussion </li></ul><ul><li>Agile Considerations </li></ul><ul><li>     (0 Messages ) Hello everyone:  As you know we have technical challenges in our course room regarding high speed data lines. However, you can read about Agile prior to our next class and watch the videos listed below in the link. Confessions of an Agile Project Manager The PMI Agile Community of Practice (CoP) invites you to share these experiences. http://agile-pm.pbworks.com/Confessions-of-an-Agile-Project-Manager Review as many videos as possible before class.  Thank you for your consideration. </li></ul><ul><li>Week 2 Discussion </li></ul><ul><li>How to scope a project </li></ul><ul><li>     (19 Messages ) The client identifies a need, problem or an opportunity for a better way of doing something. Additionally, the client sees some benefit to undertaking a project that will result in an improvement over the existing condition. Traditional project management (TPM) depends on being able to define client needs. Question: What would you do if it were not possible to get clear, concise definition of the client needs? </li></ul><ul><li>Week 1 Discussion </li></ul><ul><li>How to make things happen </li></ul><ul><li>     (26 Messages ) Consider a project or work assignment in which you are currently involved, or in which you have recently been involved. This can be any type of project: professional, personal, community service, local government, or a school project. Describe the objectives and steps for properly defining a project’s scope, priorities, work breakdown structure, cost, and any assumptions made. Where are you in the project life cycle? Does this project have a baseline plan? If yes, describe it....more </li></ul>
    5. 5. Project Management Applications Strategy Planning Process 40 years of Project Management
    6. 6. Factors Constraining Project Success
    7. 7. Factors Constraining Project Success
    8. 8. Project Life Cycle Effort
    9. 9. Work Breakdown Structure
    10. 10. FIGURE 1.4 Network Diagram
    11. 11. The Project Life Cycle
    12. 12. Project Life Cycles Are Like Snowflakes!
    13. 13. “ Our” Project Life Cycle
    14. 14. Continuous Improvement Lessons Learned
    15. 15. Your Turn: Party Exercise
    16. 16. Project Stakeholders <ul><li>“ Individuals and organizations that are actively involved in the project, or whose interest may be positively or negatively affected as a result of project execution or project completion.” 2000 PMBOK Guide </li></ul><ul><li>Short list </li></ul><ul><ul><li>Project benefactor </li></ul></ul><ul><ul><li>Project requestor </li></ul></ul><ul><ul><li>Project manager and team </li></ul></ul><ul><ul><li>Those affected by the project </li></ul></ul>
    17. 17. Project Stakeholders: Partial List of Candidates for Stakeholder Roles <ul><li>Project benefactor and upper management </li></ul><ul><ul><li>Project sponsor </li></ul></ul><ul><ul><li>Project office/project advisory boards </li></ul></ul><ul><ul><li>Executive management </li></ul></ul><ul><li>Project requestor </li></ul><ul><li>Project manager and team </li></ul><ul><ul><li>If a team member has a line manager, he or she is a key stakeholder as well. (They hold the strings for your team member.) </li></ul></ul><ul><li>Internal Consultants </li></ul><ul><ul><li>Legal </li></ul></ul><ul><ul><li>Audit </li></ul></ul><ul><ul><li>Telecommunications </li></ul></ul><ul><ul><li>IT infrastructure </li></ul></ul><ul><ul><li>Quality assurance </li></ul></ul><ul><ul><li>Human Resources Department </li></ul></ul><ul><li>External entities affected by the project </li></ul><ul><ul><li>Customers </li></ul></ul><ul><ul><li>Vendors </li></ul></ul><ul><ul><li>Governmental agencies </li></ul></ul><ul><ul><li>Other regulatory bodies </li></ul></ul>
    18. 18. Your Turn: Identifying Project Stakeholders
    19. 19. PMI’s Nine Project Management Knowledge Areas <ul><li>Integration Management </li></ul><ul><li>Scope Management </li></ul><ul><li>Time Management </li></ul><ul><li>Cost Management </li></ul><ul><li>Quality Management </li></ul><ul><li>Human Resource Management </li></ul><ul><li>Communications Management </li></ul><ul><li>Risk Management </li></ul><ul><li>Procurement Management </li></ul>
    20. 20. #1—Project Integration Management <ul><li>Bringing it All Together: </li></ul><ul><ul><li>Building the Project Plan </li></ul></ul><ul><ul><li>Project Execution </li></ul></ul><ul><ul><li>Integrated Change Control </li></ul></ul><ul><li>Project Management “Nerve Center” </li></ul>
    21. 21. #2—Project Scope Management <ul><li>Staying Vigilant in Defining and Containing Scope throughout the Project </li></ul><ul><ul><li>Project Initiation </li></ul></ul><ul><ul><li>Scope Planning </li></ul></ul><ul><ul><li>Scope Definition </li></ul></ul><ul><ul><li>Scope Verification </li></ul></ul><ul><ul><li>Scope Change Control </li></ul></ul>
    22. 22. #3—Project Time Management <ul><li>Determining What Gets Done and When through: </li></ul><ul><ul><li>Activity Definition </li></ul></ul><ul><ul><li>Activity Sequencing </li></ul></ul><ul><ul><li>Activity Duration Estimating </li></ul></ul><ul><ul><li>Schedule Development </li></ul></ul><ul><ul><li>Schedule Control </li></ul></ul>
    23. 23. #4—Project Cost Management <ul><li>Planning for Resources </li></ul><ul><li>Estimating Costs </li></ul><ul><li>Creating the Budget </li></ul><ul><li>Managing/Controlling the Budget </li></ul>
    24. 24. #5—Project Quality Management <ul><li>Quality Planning </li></ul><ul><li>Quality Assurance </li></ul><ul><li>Quality Control </li></ul>
    25. 25. #6—Project Human Resource Management <ul><li>Organizational Planning </li></ul><ul><li>Staff Acquisition </li></ul><ul><li>Team Development </li></ul>
    26. 26. #7—Project Communications Management <ul><li>Keeping Stakeholders Informed (and Involved!) </li></ul><ul><ul><li>Communications Planning </li></ul></ul><ul><ul><li>Dissemination of Information </li></ul></ul><ul><ul><li>Progress Reporting </li></ul></ul><ul><ul><li>Administrative Closure </li></ul></ul>
    27. 27. #8—Project Risk Management <ul><li>Expect the Unexpected! </li></ul><ul><ul><li>Risk Management Planning </li></ul></ul><ul><ul><li>Risk Identification </li></ul></ul><ul><ul><li>Qualitative Risk Analysis </li></ul></ul><ul><ul><li>Quantitative Risk Analysis </li></ul></ul><ul><ul><li>Risk Response Planning </li></ul></ul><ul><ul><li>Risk Management and Control </li></ul></ul>
    28. 28. Risk Identification Worksheet <ul><li>Enter risk s cenario (how an event could jeopardize project outcome). </li></ul><ul><li>Rate probability, impact, and degree of control using rating scale of: </li></ul><ul><ul><ul><li>1 = Low </li></ul></ul></ul><ul><ul><ul><li>2 = Medium </li></ul></ul></ul><ul><ul><ul><li>3 = High </li></ul></ul></ul><ul><li>Compute risk index using formula: </li></ul><ul><li>If possible, enter financial impact. </li></ul><ul><li>Determine actions to take: </li></ul><ul><ul><li>Ignore (do nothing) </li></ul></ul><ul><ul><li>Eliminate (sidestep) </li></ul></ul><ul><ul><li>Manage </li></ul></ul><ul><li>For managed risks, indicate mitigations and contingencies and assign risk manager. </li></ul><ul><li>Log actions taken as they occur. </li></ul>
    29. 29. Giving Risks Priorities Maintain inventory of all risks identified—updating probabilities, impacts, and controls if changes occur. Focus attention on the risks with the highest Indices!!! * How would this change if you learned that a team member has announced that she is a finalist for a new position at the home office 1,500 miles away?
    30. 30. Your Turn: Project Risk Scenarios <ul><li>Individually identify and jot down four possible risk scenarios this project might face. </li></ul><ul><li>Share these within your group and create a Risk Priority Worksheet of your pooled risks. </li></ul><ul><li>Score the risks. </li></ul><ul><li>For the top two, brainstorm at least one mitigation and one contingency . </li></ul><ul><li>Use the Risk Identification Worksheet as a guide, but you do not need to complete one for this exercise. </li></ul>
    31. 31. #9—Project Procurement Management <ul><li>For Projects Using Outside Resources: </li></ul><ul><ul><li>Procurement Planning </li></ul></ul><ul><ul><li>Solicitation Planning </li></ul></ul><ul><ul><li>Solicitation </li></ul></ul><ul><ul><li>Source Selection </li></ul></ul><ul><ul><li>Contract Administration </li></ul></ul><ul><ul><li>Contract Closeout </li></ul></ul>RFP’s R Us!!
    32. 32. BREAK
    33. 33. A Word About Tools <ul><li>Many people assume that project management is all about management software. </li></ul><ul><li>That’s like saying that residential construction is all about hammers! </li></ul><ul><li>Such tools will often make your work simpler and handle complex calculations with ease. </li></ul><ul><li>However, without a solid understanding of PM concepts, the tools often provide an illusion of project control that does not exist. </li></ul><ul><li>Learn the concepts, then the tool. </li></ul>
    34. 34. Module 12: Project Communications
    35. 35. Communication Made Simple <ul><li>The Two-Floor Rule </li></ul><ul><ul><li>Every stakeholder should receive information at just the right level of detail for them. </li></ul></ul><ul><ul><li>High-level managers won’t want to see all the gory details of the project. </li></ul></ul><ul><ul><li>Your team members need to see a great deal more. </li></ul></ul><ul><ul><li>If your level of reporting is appropriate, and one of your stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away. </li></ul></ul>
    36. 36. Communication Plan
    37. 37. Some Simple Tools
    38. 38. Some Simple Tools (continued)
    39. 39. Some Simple Tools (continued)
    40. 40. Some Simple Tools (continued)
    41. 41. Factors Constraining Project Success Example
    42. 42. Where to Begin? <ul><li>Look back over your previous project experiences. </li></ul><ul><li>Chances are, you’ve used a little of each of these nine areas already. </li></ul><ul><li>The PMBOK merely codifies them and attempts to give us a framework for understanding and applying project management knowledge productively. </li></ul>
    43. 43. Your Turn: What We Know Already <ul><li>Look back over your previous experience in project management </li></ul><ul><li>How many of the nine knowledge areas did you use? (Probably all nine!) </li></ul><ul><li>Take a quick inventory and point to your most successful application use of that knowledge area. </li></ul><ul><li>Pick up at least one new tip from others right now! </li></ul>
    44. 44. BREAK
    45. 45. Factors Constraining Project Success
    46. 46. Discussion Questions <ul><li>Consider Quality, Communication, HR, Risk and Procurement </li></ul><ul><li>Companies: Premium Pizza Delivery, DSL/T1 installation, </li></ul><ul><li>Publisher (Hi-tech) selection, and Fashion Video shoot at Neiman-Marcus . </li></ul><ul><li>Directions: Select a Project manager, Sponsor and team spokesperson. Take 20 minutes and present preliminary case. </li></ul><ul><li>After 30 days the Board of Directors has requested a status meeting. Will you use a RACI, Milestone chart and/or Gantt chart? Why? </li></ul>
    47. 47. Factors Constraining Project Success
    48. 48. Ch08: Project Management Landscape Contemporary Project Landscape GOAL SOLUTION Clear Not Clear Not Clear Clear Figure 08-01
    49. 49. Ch08: Project Management Landscape TPM – Traditional Project Management GOAL SOLUTION Clear Not Clear Not Clear Clear TPM Figure 08-01
    50. 50. Ch08: Project Management Landscape xPM – Extreme Project Management GOAL SOLUTION Clear Not Clear Not Clear Clear xPM TPM Figure 08-01
    51. 51. Ch08: Project Management Landscape APM – Agile Project Management GOAL SOLUTION Clear Not Clear Not Clear Clear APM xPM TPM Figure 08-01
    52. 52. Ch08: Project Management Landscape GOAL SOLUTION Clear Not Clear Not Clear Clear APM xPM TPM Emertxe Project Management MPx Figure 08-01
    53. 53. Project Management Landscape TPM Install an intranet network in field office APF Put a man on the moon by the end of the decade decade and return him safely xPM Cure the common cold MPx Give an example APM xPM TPM GOAL SOLUTION Clear Not Clear Not Clear Clear Examples of Each Project Type MPx
    54. 54. Project Management Landscape The Complexity/Uncertainty Domain <ul><li>Requirements </li></ul><ul><li>Flexibility </li></ul><ul><li>Adaptability </li></ul><ul><li>Change </li></ul>Goal Solution Clear Clear Not Clear Not Clear Q1 Q2 Q3 Q4 Uncertainty Complexity
    55. 55. Project Management Landscape Risk Goal Solution Clear Clear Not Clear Not Clear Q1 Q2 Q3 Q4 Risk
    56. 56. Project Management Landscape Cohesiveness Goal Solution Clear Clear Not Clear Not Clear Q1 Q2 Q3 Q4 Team Team Cohesiveness
    57. 57. Project Management Landscape Communications Goal Solution Clear Clear Not Clear Not Clear Q1 Q2 Q3 Q4 Communications
    58. 58. Project Management Landscape Involvement Goal Solution Clear Clear Not Clear Not Clear Q1 Q2 Q3 Q4 Client Client Involvement
    59. 59. Project Management Landscape Specification Goal Solution Clear Clear Not Clear Not Clear Q1 Q2 Q3 Q4 Specification
    60. 60. Project Management Landscape The Requirements Breakdown Structure Project goal and solution Requirement 1 Function 1.1 Feature 1.2.1.1 Feature n.3.1 Sub-function 1.2.3 Requirement n Function 1.2 Function 1.3 Function n.1 Function n.2 Function n.3 Sub-function 1.2.2 Sub-function 1.2.1 Feature n.3.2 Feature n.3.3 Feature n.3.4 Feature 1.2.1.2 Feature 1.2.1.3 Feature 1.2.1.4
    61. 61. Project Management Landscape Change Goal Solution Clear Clear Not Clear Not Clear Q1 Q2 Q3 Q4 Change
    62. 62. Project Management Landscape Business Value Goal Solution Clear Clear Not Clear Not Clear Q1 Q2 Q3 Q4 Business Value
    63. 63. Project Management Landscape Factors Affecting the Choice of Best-Fit PMLC model Cost Duration Market Stability Technology Used Business Climate # Departments Affected Organizational Environment Team Skills & Competencies Cost Duration Market Stability Technology Used Business Climate # Departments Affected Organizational Environment Team Skills & Competencies Let me help you get on top of this situation. This is harder than I ever imagined.
    64. 64. Project Management Landscape Project Management Life Cycle Approaches
    65. 65. Project Management Landscape Linear Project Management Life Cycle Model
    66. 66. Project Management Landscape Incremental Project Management Life Cycle Model
    67. 67. Ch08: Project Management Landscape Iterative Project Management Life Cycle Model
    68. 68. Project Management Landscape Adaptive Project Management Life Cycle Model
    69. 69. Project Management Landscape Extreme Project Management Life Cycle Model
    70. 70. Project Management Landscape The 5 PMLC Models
    71. 71. <ul><li>Similarities </li></ul><ul><ul><li>All 5 Process Groups are used in each PMLC Model </li></ul></ul><ul><ul><li>Each PMLC Model begins with a Scope Process Group </li></ul></ul><ul><ul><li>Each PMLC Model ends with a Close Process Group </li></ul></ul><ul><li>Differences </li></ul><ul><ul><li>The models form a natural ordering (Linear, Incremental, Iterative, Adaptive, Extreme) by degree of solution uncertainty </li></ul></ul><ul><ul><li>The processes that form repetitive groups recognize the effect of increasing uncertainty as you traverse the natural ordering </li></ul></ul><ul><ul><li>Complete project planning is replaced by just-in-time project planning as the degree of uncertainty increases </li></ul></ul><ul><ul><li>Risk management becomes more significant as degree of solution uncertainty increases </li></ul></ul><ul><ul><li>The need for meaningful client involvement increases as degree of solution uncertainty increases </li></ul></ul>Project Management Landscape Recap of the PMLC Models
    72. 72. <ul><li>Linear </li></ul><ul><ul><li>Clearly defined solution and requirements </li></ul></ul><ul><ul><li>Not many scope change requests </li></ul></ul><ul><ul><li>Routine and repetitive projects </li></ul></ul><ul><ul><li>Uses established templates </li></ul></ul><ul><li>Incremental </li></ul><ul><ul><li>Same as linear but delivers business value early and often </li></ul></ul><ul><ul><li>Some likelihood of scope change requests </li></ul></ul><ul><li>Iterative </li></ul><ul><ul><li>Unstable or or incomplete requirements and functionality </li></ul></ul><ul><ul><li>Learn by doing and by discovery </li></ul></ul>Ch08: Project Management Landscape When to Use (1 of 2)
    73. 73. <ul><li>Adaptive </li></ul><ul><ul><li>Goal known but solution not known </li></ul></ul><ul><ul><li>Solution highly influenced by expected changes </li></ul></ul><ul><ul><li>New product development and process improvement projects </li></ul></ul><ul><li>Extreme </li></ul><ul><ul><li>Goal and solution not known </li></ul></ul><ul><ul><li>Through iteration converge on goal and solution </li></ul></ul><ul><ul><li>Typically for R&D projects </li></ul></ul>Project Management Landscape When to Use (2 of 2)
    74. 74. BREAK
    75. 75. Thank you, R.H References: http://milestonepmp.blogspot.com/ http://agile-pm.pbworks.com/ www.pmi.org

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