proyectiii

2. GOOD EVENING PROFESSOR AND CLASSMATES
PART I: UNDERSTANDING EXPECTATIONS
(THE WHO, WHAT, AND WHY OF YOUR PROJECT)

3. PROJECT MANAGEMENT: THE KEY TO ACHIEVING
RESULTS
DETERMINING WHAT MAKES A PROJECT A
PROJECT
A project is a temporary undertaking performed to produce a unique
product, service, or result. Large or small, and it has three components:
1.Specific scope: Desired results or products
2.Schedule: Established dates when project work
starts and ends
3,Required resources: Necessary amounts of
people, funds, and other resources.
Each component affects the other two and these
three components are the basis of a project’s
because a project exist to produce the results
specified in its scope, the project’s end date is an
essential part of defining what constitutes
successful performance and the availability of
resources shapes the nature of the products the
project can produce.

4. Recognizing the diversity of projects
-Projects can be large (may cost more than $1 billon and take 10
to 15 years to complete) or small (may take one day to complete).
-Involve many people or just you.
Be defined by a legal contract or by an informal agreement.
-Be business-related or personal.
Describing the four stages of a project
1. Starting the project (generating, evaluating, and framing the business need for the project and the
general approach to performing it and agreeing to prepare a detailed project plan).
2.- Organizing and preparing (developing a plan that specifies the desired results; the work to do; the
time, the cost, and other resources required).
3.- Carrying out the work (establishing the project team and the project support systems, performing
the planned work, and monitoring and controlling performance to ensure adherence to the current
plan).
4.- Closing the project (assessing the project results, obtaining customer approvals, transitioning
project team members to new assignments, closing financial accounts, and conducting a post-project
evaluation).
Project management includes five sets of processes:
1. Initiating processes: Clarifying the business need, defining high-level expectations and resource budgets, and beginning to identify audiences that may
play a role in your project.
2.- Planning processes: Detailing the project scope, time frames, resources, and risks, as well as intended approaches to project communications, quality,
and management of external purchases of goods and services.
3.- Executing processes: Stablishing and managing the project team, communicating with and managing project audiences, and implementing the project
plans.
4.- Monitoring and controlling processes: Tracking performance and taking actions necessary to help ensure project plans are successfully implemented
and the desired results are achieved.
4.- Closing processes: Ending all project activity.
For the success to these processes is necessary the information, communication, commitment.

5. Examining the
initiating processes
Should we do it?
Can we do it?
Considering the planning
processes
-An overview of the
reasons for your project
-A detailed description
of intended results
-A list of all constraints
the project must address
-A list of all assumptions
related to the project
Examining the
monitoring and
controlling
processes
•Comparing
performance
with plans
•Fixing problems
that arise
•Keeping
everyone
informed
•Acknowledging the
closing processes
•Get your clients’
approvals of the
final results
•Close all project
accounts
•Help team
members move on
Performin
g
•Doing the tasks
•Assuring quality
•Managing the
team
•Developing the
team
•Sharing
information
Examining the
executing processes
-Preparing
-Assigning people to
all project roles
-Introducing team
members to each
other and to the
project
-Giving and
explaining tasks to
all team members
-Defining how the

6. KNOWING THE PROJECT MANAGER’S ROLE
Looking at the project manager’s tasks
-Seek out information because you know need it
-Follow the plan because you believe it’s the best way
-Involve people whom you know are important for the project.
-Raise issues and risks, analyze them, and elicit support to
address them.
-Share information with the people you know need to have it.
-Put all important information in writing.
-Ask questions and encourage other people to do the same
Avoiding “shortcuts”
-Jumping directly from starting the project to
carrying out the work
-Falling to prepare in your carrying out the work
stage
-Jumping right into the work when you join the
project in the carrying out the work stage
-Only partially completing the closing stage
Staying aware of other
potential challenges
Additional assignments
New people on new teams
No direct authority
CLARIFYING WHAT YOU’RE
TRYING TO ACCOMPLISH-AND
WHY
DEFINING YOUR PROJECT WITH A
SCOPE STATEMENT
-Justification
-Objectives
-Product scope description
-Product acceptance criteria
-Constraints
-Assumptions

7. LOOKING AT THE BIG PICTURE: HOW YOUR PROJECT FITS IN
Figuring out why you’re doing the project
Why the project must be done (by your or anyone else)
Identifying the initiator
1.-Ask the person who assigns you the project whether the
originated the idea.
2.- If that person didn’t initiate the idea, ask the following
questions:
-Who gave him the assignment?
-Who else, if anyone, was involve in passing the assignment
to him?
-Who had the original idea for the project?
3.-Check with all the people you identified in Step 2 and ask
them the same questions.
4.- Check the following written records that may confirm
who originally had the idea:
Recognizing other people who may benefit
from your project
-Know the project exists and have
expressed an interest in it.
-Know it exists but don’t realize it can
benefit them.
-Are unaware of your project.
Distinguishing the project champion
He or she is a person in a high position in
the organization who strongly supports your
project; advocates for your project in
disputes, planning meetings, and review
sessions; and takes necessary actions to
help ensure that your project is successful.
5.- Consult with people who
may be affected by or are
needed to support your
project; they may know who
originated the idea.
Considering people who’ll implement the
results of your project
Clarify the products and services that you
anticipate producing.
Identify exactly who will use these products
and services and how they’ll use them.

8. Determining your project drivers’ real expectations and needs
-Choose project activities that enable you to accomplish the true desired results
-Monitor performance during and at the end of the project to ensure that you’re meeting the real needs
-Realize when the project isn’t meeting the real needs so that you can suggest modifying or canceling it.
Confirming that your project can address people’s needs
Your project may be the result of a brainstorming session or someone’s creative vision. If you can’t find sufficient
information to support your analysis, consider asking for a formal feasibility study. If you feel the risk of project
failure is too great, share your concerns with the key decision makers and explain why you recommend not
proceeding with your project.
Uncovering other activities that relate to your project
-Your project’s audiences
-Centrally maintained lists of project planned or being performed by your organization
-Organization-wide information-sharing vehicles, such as newsletter or your organization’s intranet
-Your organization’s project management office (PMO)
-Upper-management committees responsible for approving and overseeing your organization’s projects
-Your organization’s finance department, which may have established labor or cost accounts for such projects
-Your organization’s procurement department, which may have purchased goods or services for such projects
-Your organization’s information technology department, which may be storing, analyzing, or preparing progress reports for such projects
-Functional managers whose people may be working on such projects

9. Emphasizing your project’s importance to your organization
-Look for existing statements or documents that confirm your project’s support of your
organization’s priorities.
-Long - range plan
-Annual budget
-Capital appropriations plan
-Your organization’s Key performance Indicators (KPIs):
-Describe in the justification portion of your Scope Statement how your project relates to the
organization’s priorities
Being exhaustive in your search for information
-Try to find several sources for the same piece of information
-Whenever possible, get information from primary sources
-Look for written sources because they’re the best
-Speak with two or more people from the same area to confirm information
-When speaking with people about important information, arrange to have at least one other
person present
-Write down all information you obtain from personal meetings
Drawing the line: Where your project stars and stops
-The project entails designing, developing, and testing a new product. To make sure your project’s scope of work description is clear, do
the following
-Check for hidden inferences
-Use words that clearly describe intended activities
-Confirm your understanding of your project’s scope your project’s drivers and supporters

10. Stating your project’s objectives
-Statement
-Measures
-Performance specifications
MARKING BOUNDARIERS: PROJECT
CONSTRAINTS
-Limitations
-Needs
Working within limitations
Understanding the types of limitations
-Results
-Time fames
-Resources
-Activity performance
Looking for project limitations
-Consult your audiences
-Review relevant written materials
-When you identify a limitation, be sure to note its
source
Addressing limitations in your Scope
Statement
-Incorporate limitations directly into your
plan
-Identify any project risks that result from
a limitation
Dealing with needs
-Personnel
-Budget
-Other resources
KNOWING YOUR PROJECT’S AUDIENCE:
INVOLVING THE RIGHT PEOPLE
UNDERSTANDING YOUR PROJECT’S AUDIENCES
A project audience is any person or group that
supports, is affected by, or is interested in your
project. Your project’s audiences can be inside
or outside your organization, and knowing who
they are helps you
DEVELOPING AN AUDIENCE LIST
Starting your audience list
A project audience list is a living document. You
need to start developing your list as soon as you
begin thinking about your project.
Using specific categories
Internal: people and groups inside your
organization
Considering audiences that are often overlooked
Support groups (facilities, finance, human
resources, information services, legal services,
procurement or contracting, quality, security and
project management office)
End users of your project’s products
People who will maintain or support the final
product

11. •Considering
audiences that are
often overlooked
•Support groups
(facilities, finance,
human resources,
information
services, legal
services,
procurement or
contracting,
quality, security
and project
management
office)
•End users of your
project’s products
•People who will
maintain or
•Ensuring your audience
list is complete and up
– to – date
•Eventually identify
each audience by
position description
and name
•Speak with a wide
range of people
•Allow sufficient time
to develop your
audience list
•Include audiences who
may play a role at any
time during your
project
•Include team
members’ functional
managers
•Include a person’s
name on the audience
•Using an audience list template
•Develop templates for
frequently performed tasks and
for entire projects
•Focus on position descriptions
rather that the names of prior
audiences
•Develop and modify your
audience list template from
previous projects that actually
worked, not from initial plans
that looked good but lacked key
information
•Encourage your team to
brainstorm possible audiences
before you show them an
existing audience list template
•Use templates as starting
points, not ending points
•Reflect your different project
experiences in your audience

12. Deciding when to
involve your
audiences
Starting the
project
Organizing and
preparing
Carrying out the
work
Closing the
project
Using different
method to keep
your audiences
involved
•One-on-one
meetings
•Group meetings
•Informal written
correspondence
•More formal
information-
sharing vehicles
•Written approvals
Making the most
of your audience’s
involvement
Involve audiences
early in the project
planning if they
have a role later
on
If you’re
concerned with the
legality of
involving a specific
audience, check
with your legal
department or
contract office
CONFIRMING YOUR
AUDIENCE’S
AUTHORITY
Clarify each
audience
member’s tasks
and decisions
Ask each audience
member what his
authority is
regarding each
decision and task
Ask each audience
member how he
knows what
authority he has
Check out each
audience
member’s history
of exercising
authority
ASSESSING YOUR
AUDIENCE’S
POWER AND
INTEREST
An audience’s
potential impact
on a project
depends on the
power it has to
exercise and the
interest it has in
exercising that
power. Assessing
the relative levels
of each helps you
decide with whom
you should spend
your time and
effort to realize
the greatest
benefits.

13. DEVELOPING YOUR GAME PLAN: GETTING FROM HERE TO THERE
DIVIDE AND CONQUER: WORKING ON YOUR PROJECT IN MANAGEABLE CHUNKS
Thinking in detail
Allow no gaps: Identify all components of the deliverable you0r decomposing.
Allow no overlaps: Don’t include the same sub product in your decomposition of two or more
different deliverables.
Thinking of hierarchy with the help of a work breakdown structure
Determine the major deliverables or products to be produced
Divide each of these major deliverables into its component deliverables in the same manner
Dealing with special situations
Representing conditionally repeating work
You can define a single deliverable as approved report and assign it a duration
You can assume that you’ll need a certain number of revisions and include the intermediate deliverable created after each one
Planning a long-term project
•Break down the first three months’ work into components that take two weeks or less to complete
•Plan the remainder of the project in less detail, perhaps describing the work in packages you estimate to take
between one and two months to complete
•Revise your initial plan at the end of the first three months to detail your work for the next three months in
components that take two weeks or less to complete
•Modify any future work as necessary, based on the results of your firs three months’ work
•Continue revising your plan in this way throughout the project

14. CREATING AND DISPLAYING YOUR WORK BREAKDOWN STRUCTURE
Considering different
schemes for organizing
your WBS
-Product components
-Functions
-Project phases
-Geographical areas
-Organizational units
Using different
approaches to develop
your WBS
-Top-down
-Brainstorming
Considering different
ways to categorize your
project’s work
Planning for staff
recruiting
Buying staff supplies
Planning for your
community training
Labeling your WBS entries
As the size of a project grows, its
WBS becomes increasingly complex.
Losing sight of how a particular piece
of work relates to other parts of the
project is easy to do.
Displaying your WBS in different
formats
The organization – chart format
The indented – outline format
The bubble – chart format
Improving the quality of your WBS
Involve the people who’ll be doing
the work
Review and include information from
WBs from similar projects
Keep your WBS current
IDENTIFYING RISKS
WHILE DETAILING
YOUR WORK
•A known unknown:
information you know you
need that someone else
has but you don’t
•An unknown unknown:
information you know you
need that neither you nor
anyone else has because
it doesn’t yet exist
DOCUMENTING
WHAT YOU NEED TO
KNOW ABOUT YOUR
PLANNED PROJECT
WORK
•WBS component title and
WBS identification code
•Activities included
•Work detail
•Schedule milestones
•Quality requirements
•Acceptance criteria
•Required resources

15. •THANK YOU