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V2007-2, © Procept Associates Ltd.
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A Whirlwind Tour of Modern
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Project Management Consulting
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Has This Happened to Your
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“Modern” Project Management
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PM has Nine Knowledge Areas…
• In...
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… and five “Process Groups”
Initiati...
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(TYPICAL)
Fencing
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Cost Management: Earned Value
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Quality Management:
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Monte Carlo Simulation: Example
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Pro...
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Matrix Organization
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Communication Mgt: a Model
NOISE
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Trends
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Trends
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Project Management Institute
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Introducing PM Maturity Into an
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V2007-2, © Procept Associates Ltd.
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Thanks!
Procept Associates Ltd.
Keith ...
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Procept Whirlwind Workshop 2007

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Procept Whirlwind Workshop 2007

  1. 1. 1 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management A Whirlwind Tour of Modern Project Management Keith Farndale, MBA PEng PMP President Procept Associates Ltd. Offices in Ontario, Atlantic Canada, Africa V2007-2 3 Project Management Training • Canada’s leader in PM training and consulting • Emphasis on A/E/C • Registered Education Provider with PMI • A full portfolio of courses, beginner to advanced • “PMP” preparation • Public courses available through University of Toronto
  2. 2. 2 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 4 Project Management Consulting • Develop PM processes • Project planning support • Project Management Offices (PMO) • Microsoft Project including Enterprise PM • One-on-one coaching • Portfolio Management processes • ISO 9001 registered 5 Outline • Project management as a concept • “Project Management Body of Knowledge” • Project Management Institute • Trends in project management • PM maturity • Introducing PM into an organization • But first…
  3. 3. 3 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 6 Has This Happened to Your Project? • Scope / requirements of the project not clearly defined • Customer didn’t know what they really wanted • “Scope creep” without approving impact on schedule & budget • Conflicts over insufficient resources 8 Has This Happened to Your Project? • Insufficient project planning • Committing to arbitrary, unrealistic dates • Schedule out-of-control • Cost overruns • Project manager also acting as chief technical person?
  4. 4. 4 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 9 “Modern” Project Management • Project: • “A temporary endeavor undertaken to create a unique product or service” • There is a broadly accepted “PM Body of Knowledge” 10 Why Use Project Management? • Focus on objectives: scope, cost, & time: consistent achievement • Focus on customer requirements • Business focus: earn a profit • Coordinate across disciplines • Respond to rapid change • Use resources productively
  5. 5. 5 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 11 12 PM has Nine Knowledge Areas… • Integration Management • Scope Management • Time Management • Cost Management • Quality Management • Procurement Management • Risk Management • Human Resources Management • Communications Management
  6. 6. 6 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 13 … and five “Process Groups” Initiating Closing Planning Executing Monitoring & Controlling 14 Integration Management: Project Life Cycle LEVEL OF EFFORT TIME CONCEPT PLANNING EXECUTION CLOSE-OUT PROJECT PLAN
  7. 7. 7 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 15 (TYPICAL) Fencing Site Preparation Storm Water Landscaping Curbs & Sidewalks Site Development Demolition Foundations Cladding & Roofing Structure Windows and Doors Interior Finishes Detailed Engineering Procured Items Installation Commissioning Monorail Arch / Civil Elevator HVAC Potable Water LPSW Fire Protection Sanitary and Roof Drains Service Air Instrument Air Active Drains Mechanical Power Distribution Lighting Fire Alarms Emergency Power Grounding Electrical Telephone & PA Data Network Security Monitors Data / Communications Project Management Procurement Project Engineering (Overall) MCCR Municipal MoL Authorities Management BUILDING PROJECT Scope Management: WBS 16 Time Management: Scheduling
  8. 8. 8 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 17 18 Cost Management: Earned Value Cumulative cost Time BAC Cost Baseline = PV Time now EV (earned value) AC (actual cost) EAC CV SV Variance At Completion
  9. 9. 9 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 19 Quality Management: Pareto Diagram 0 5 10 15 20 25 30 35 40 45 % AGE OF PM PROBLEMS SCOPE CONTROL INSUFFICIENT RESOURCES ARBITRARY DATES INSUFFICIENT PLANNING COMMUNICATION STAKEHOLDER EXPECTATIONS OTHER 21 Risk Management: Risk Analysis PROBABILITYOF OCCURRENCE IMPACT LOW MEDIUM HIGH LOWMEDIUMHIGH LOW HIGH MEDIUM PMBOK Guide 11.3.2.2
  10. 10. 10 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management Monte Carlo Simulation: Example 23 Procurement Management PLAN PURCHASES & ACQUISITIONS CONTRACT ADMIN. SELECT SELLERS PLAN CONTRACTING REQUEST SELLERS RESPONSES TIMETIME CONTRACT CLOSURE CONTRACT CLOSE-OUT BIDDERS LIST CONTRACT EXECUTION NEGOTIATION RFP or RFQ REQUISITION INITIATED BID, PROPOSAL, or QUOTATION BID ANALYSIS CONTRACT ADMINISTRATION PROC. PLAN
  11. 11. 11 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management Matrix Organization GENERAL MANAGER FUNCTIONAL MANAGER FUNCTIONAL MANAGER FUNCTIONAL MANAGER FUNCTIONAL MANAGER Functional authority PROJECT MANAGER PROJECT MANAGER Project reporting 25 Human Resources Mgt: Organizational Continuum SEPARATE TEAM NO COORD'R COORD'R PROJECT OFFICE FULL-TIME P. MGR. FUNCT'L PROJECT WEAK BALANCED STRONG MATRIX MATRIX MATRIX PROJECT FUNCTION RELATIVEINFLUENCE
  12. 12. 12 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 26 Communication Mgt: a Model NOISE TRANSMITTER/ COMMUNICATOR ENCODING MEDIUM PERCEIVING, DECODING, INTERPRETING RECEIVER MESSAGE FEEDBACK REDUNDANCY 27 Communication Management • Lessons Learned • vs “Lessons Observed”?
  13. 13. 13 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 28 Trends • Project management being recognized as a discipline ... – A chosen profession, not accidental • ... And being recognized as a core competence by organizations – Individual competencies – PM career paths 29 Trends • Management of stakeholders – ... and their expectations – … Business Analysis • Project teams – Flatter organizations – More projectized = more effective – Earlier involvement of members (“concurrent engineering”) – Coaching, mentorship
  14. 14. 14 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 30 Trends • Consider organizational change • Virtual Teams – Across time zones and cultures • Growth of PMI’s influence – PMBOK Guide, Practice Standards, etc • Project “Governance” – Project management offices 31 PORTFOLIO PORTFOLIOS Portfolio, Programs, Projects… PROGRAMS PROJECTS PORTFOLIOS PORTFOLIOS
  15. 15. 15 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 32 Project Management Institute • www.pmi.org • Chapters, Colleges, Specific Interest Groups • Standards and Practice Guides • PMP: Project Management Professional • CAPM: Certified Associate in PM • PgMP: program Management Professional 33 Not All Projects Are Alike… UNIQUE SIMILAR PROJECTS PROJECTS FEW LARGE PROJECTS MANY SMALL PROJECTS STRONG PM SKILLS, RISK MGT SYSTEMATIC PROCEDURES SIMPLE PM TOOLS CONTINUOUS IMPROVEMENT
  16. 16. 16 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management 34 Introducing PM Maturity Into an Organization • Senior management visibly committed • Functional managers on board • Select methodologies, guidelines, tools • “Project Management Office” 35 Introducing PM Maturity Into an Organization • Project managers selected – Business, technical, process, leadership skills • Project management training • Project sponsors • Emphasize “team approach” • Record “lessons learned”
  17. 17. 17 V2007-2, © Procept Associates Ltd. A Whirlwind Tour of Modern Project Management Thanks! Procept Associates Ltd. Keith Farndale, MBA PEng PMP President Procept Associates Ltd 1234 Kingston Road, Suite 125 Toronto Ontario M1N 1P3 Tel 416-693-5559 www.procept.com farndale@procept.com

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