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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
A Whirlwind Tour of
Project Management
Keith Farndale P.Eng.
aps1001 Project Management
aps1014 Advanced Project Management
Procept Associates Ltd.
Toronto, Charlottetown, Calgary
V2014
2
Outline
• Intro
• Project management body of knowledge
• PM competencies
• A team exercise
• Trends in PM (if there is time)
• But first…

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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
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What is a Project?
• “A temporary endeavor undertaken to
create a unique product or service”
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Why Use Project Management?
• Focus on objectives: scope, cost, &
time: consistent achievement
• Coordinate across disciplines
• Respond to rapid change
• Business focus: earn a profit

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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
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Project Management
• Emerged between 1930s and 1950’s.
Came partly from…
• Modern management theory
• “Scientific management” (1910’s)
• “Product management” (P & G 1920’s)
• Rise of systems engineering (1930’s)
• US Air Force & Navy (1953-54)
• P.E.R.T – Polaris Missile (1956)
• Process plant engineering (Exxon)
• C.P.M. – DuPont (1956)
• Professional associations formed 1960s
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… and Nine Knowledge Areas…
• Integration Management
• Stakeholder Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Procurement Management
• Risk Management
• Human Resources Management
• Communications Management

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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
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Integration Management:
Project Life Cycle
LEVEL OF EFFORT
TIME
INITIATION PLANNING EXECUTION CLOSE-OUT
Stakeholders
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SPONSOR
TEAM
MEMBERS
EMPLOYEES
CUSTOMERS
INTERNAL
CUSTOMERS
CONSUMER
GROUPS
FINANCIAL
INSTITUTIONS
EXTERNAL
CUSTOMERS
SELLERS
LABOUR
UNIONS
GOVERNMENT
SPECIAL
INTEREST GROUPS
FUNCTIONAL
MANAGERS
PM OFFICE
INTERNAL
EXTERNAL

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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
Stakeholder Analysis
Power/Interest Grid
Keep satisfied Manage closely
Monitor
(minimum effort)
Keep informed
PMBOK® Guide 13.1.2.1, Fig. 13-4
LowPOWERHigh
Low INTEREST High
10(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

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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
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Time Management: Scheduling
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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
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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
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Risk Management:
Risk Analysis
PROBABILITYOF
OCCURRENCE
IMPACT
LOW MEDIUM HIGH
LOWMEDIUMHIGH
LOW
HIGH
MEDIUM
PMBOK Guide 11.3.2.2
RISK EVENT

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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
Monte Carlo Simulation: Example
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Procurement Management:
Allocation of Cost Risk
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CostRisk
FP
CPPC
ASSUMED
BY SELLER
ASSUMED
BY BUYER
FPI
F
CPI
F CPF
F

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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
Human Resources Mgt:
Matrix Organization
GENERAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
Functional authority
PROJECT
MANAGER
PROJECT
MANAGER
Project reporting
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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

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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
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Communication Management
• Lessons Learned
• vs “Lessons Observed”?
Project Manager Competencies?
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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
Project Manager Competencies:
Depends Upon Situation
Leadership
Knowledge of the
technology
PM process
Knowledge of the
business
environment
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Project Manager Competencies:
Large Complex Project?
Leadership
Knowledge of
the technology
PM process
Knowledge of
the business
environment
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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
Project Manager Competencies:
Small Technical Project?
Leadership
Knowledge of
the technology
PM process
Knowledge of
the business
environment
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Create A Work Breakdown
Structure For Your Project
• Another one - >>>>
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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
Example WBS – By Phase
Create A Work Breakdown
Structure For Your Project
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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
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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
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Trends
• Management of stakeholders
– ... and their expectations
• Project teams
• More projectized = more effective
• Earlier involvement of disciplines
(“concurrent engineering”)
• Coaching, mentorship

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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
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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
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V2014, © Procept Associates Ltd.
A Whirlwind Tour of Project Management
Thanks!
Procept Associates Ltd.
Keith Farndale, PEng
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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