Times ago I gained interest for project management. After attending a qualification exam course I prepared some presentations to collect my personal notes. I am pleased to share these slides, in the hope these can be of interest and inspiration for someone. Any suggestions and ideas are greatly appreciated.
This presentation is a brief insight into the project management subject, including definitions and concepts which can be useful also for non-professionals of this field
Tempo fa ho iniziato ad interessarmi di project management, per cui ho seguito un corso qualificante per esame di certificazione di cui ho raccolto degli appunti personali in alcune slide. Condivido con piacere questa presentazione introduttiva, nella speranza che possano esservi utili o di ispirazione
2. Slides Summary
ļµ What is a project
ļµ Why try to manage a project
ļµ Projects are just projects
ļµ Project Life Cycle
ļµ Project management processes
ļµ Project manager
ļµ Management vs. Leadership
ļµ Projects Environment
ļµ Organizational structures
ļµ Project Management Office
ļµ Forms of power
3. What is a project?
PROJECT
=
TEMPORARY ENDEAVOUR
Main characteristics:
- Are undertaken to create unique deliverables
- Projects drive change, have risks
4. Why try to manage a project?
Project management is about trying to manage projects in order to
deliver within constrains effectively and efficiently
Project initiation context:
ā¢ Meet regulatory, legal or social requirements
ā¢ Satisfy stakeholder requests or needs
ā¢ Implement or change business or technological strategies
ā¢ Create, improve, or ļ¬x products, processes, or services
PROJECT
COST
QUALITY
5. Projects are ājustā projects
PROGRAM
Group of projects and
subs programs
PROJECTS, PROGRAMS, PORTFOLIOS do not have the same
scope, can share same stakeholders and resources
single PROJECT
PORTFOLIO
Group of programs,
projects, subs porfolios
and operations
6. A project can pass through multiple phases in its life cycle before
completion. Project life cycles can be structured as:
- PREDICTIVE
- ITERATIVE
- INCREMENTAL*
- ADAPTIVE*
- HYBRID*
Project Life Cycle
Phase
Gate
Phase
PROJECT
START END
* just development life cycle
7. Project Life Cycle
PREDICTIVE ITERATIVE
Scope, time and cost
determined in the
early phases
(WATERFALL LIFE
CYCLE)
ADAPTIVE
Scope determined early, time
and costs modified with product
development
CYCLE ļ DEVELOPMENT
INCREMENTļ + FUNCTIONALITY
INCREMENTAL
Deliverable produced trough a
series of cycles within a
predetermined timeframe
HYBRID
Iterative or incremental, scope
determined before each cycle
(AGILE or CHANGE DRIVEN LIFE CYCLE)
Combination of adaptive (for
unknown elements) and predictive
8. Project management processes
The project life cycle is managed by executing a series of activities known as
PROJECT MANAGEMENT PROCESSES. PMBOKĀ® describes 49 processes divided by:
Nota: PROCESSES ā PHASES !
5 GROUPSintegration 10 KNOWLEDGE AREAS
Initiating
Planning
Executing
Monitoring
& Controlling
Closing
9. Project management processes
Integration Scope Schedule Cost Quality Resources Communication Risk Procurement Stakeholder
Initialize
- Develop
Project
Schedule
- Identify
stakeholders
Plan
- Develop
Project
Management
Plan
- Plan scope
management
- Collect
requirements
- Define scope
- Create WBS
- Plan schedule
management
- Define
activities
- Sequence
activities
- Estimate
activities
durations
- Develop
schedule
- Plan cost
management
- Estimate
costs
- Determine
budget
- Plan quality
management
- Plan
resource
management
- Estimate
activity
resources
- Plan comm
management
- Plan risk
management
- Identify risks
- Perform
qualitative
risk analysis
- Perform
quantitative
risk analysis
- Plan risk
response
- Plan proc
management
- Plan
stakeholder
engagement
Execute
- Direct &
Manage Project
Work
- Manage
Project
Knowledge
- Manage
quality
- Acquire
resources
- Develop
team
- Manage
team
- Manage comm
- Implement
risk response
- Conduct
procurements
- Manage
stakeholder
engagement
Monitor
and
Control
- M&C project
work
- Perform
integrated
change control
- Validate scope
- Control scope
- Control
schedule
- Control
costs
- Control
quality
- Control
resources
- Monitor comm - Monitor risk
- Control
procurements
- Monitor
stakeholder
engagement
Close
- Close Project
or phase Nota: process has inputs, characteristic tools & techniques, and at least 1 output
10. Project manager
The project MANAGER
LEADS
The project TEAM
in order to achieve
The projectās OBJECTIVES
Key skills are:
The PM role is tailored to the organization
as well as processes must be tailored to fit the project
Technical
Project management Leadership
Strategic and
Business management
Ref. The PMI Talent TriangleĀ®
11. MANAGEMENT LEADERSHIP
Direct
using positional power
Guide, influence, collaborate
using relational power
Maintain Develop
Administrate Innovate
Focus on systems and structure Focus on relationships w people
Rely on control Inspire trust
Focus on near-term goals Focus on long-range vision
Ask how and then Ask what and why
Focus on bottom line Focus on the horizon
Accept status quo Challenge status quo
Do things right Do right things
Focus on operational issues and problem
solving
Focus on vision, alignment, motivation,
inspiration
Management vs. Leadership
Ref. PMBOKĀ®
PM needs to employ both leadership and management in order to be successfull
12. How leadership and management are balanced should depends on
each situation with the PM's LEADERSHIP STYLE chosen
LAISSEZ-FAIRE
TRANSACTIONAL
SERVANT LEADER
TRANSFORMATIONAL
CHARISMATIC
INTERACTIONAL
Hands-off style, allows team to make their own decisions
Rewards based on goals accomplishments
Emerges putting people first
Empowering members led by inspiration and encouragement
Inspirational leadership based on personality
Transactional, transformational and charismatic combined
Management vs. Leadership
13. Projects Environment
Environment may influence projects with favorable or unfavorable
impact. Influences are categorized as EEFs and OPAs
ENTERPRISE ENVIRONMENTAL
FACTORs
Originate from outside of the project,
often out of the enterprise
Can influence projects as well as
programs and portfolios
ORGANIZATIONAL PROCESS
ASSETs
From previous experiences, can be
- processes, policies, procedures
- organizational knowledge bases
14. Organizational structures
Structure adopted by organization depends on multiple variables to be considered
into strategic evaluations. Type of structure highly influences projects
TYPE Work groups PM role BUDGET
SIMPLE Low departimentalization
Typical flat hierarchy
Part-time or
not designated
Owner or
operator
FUNCTIONAL Practical specialization
(departments)
Part-time or
not designated
Functional
manager
WEAK MATRIX By job function Part-time Functional
manager
BALANCED MATRIX By job function Part-time Mixed
STRONG MATRIX By job function Full-time PM
PROJECT-ORIENTED Project Full-time PM
Other structures: multi-divisional, virtual, hybrid
PM authority
Resources availability
16. Project Management Office
An organizational structure with supportive aim to PMs is
the Project Management Office PMO, which can be a:
SUPPORTIVE PMO
CONTROLLING PMO
DIRECTIVE PMO
Low control structure, serves as projects repository
Moderate control, provides support and requires compliance
through various means
High control, directly manages projects
PM are assigned by and report to the PMO
17. BONUS SLIDE: FORMS OF POWER
Purpose of project management is to achieve project goals, the root of qualities
helping goal achievement is the ability to deal with politics, which involves power
REWARD-ORIENTED
GUILT-BASED
SITUATIONAL
FORMS
OF
POWER
POSITIONAL
PERSUASIVE
REFERENT
PRESSURE-BASED
INGRATIATING
CHARISMATIC
RELATIONAL
AVOIDING
INFORMATIONALPUNITIVE
RELATIONAL
EXPERT
