This document provides an introduction to project management concepts. It discusses what constitutes a project and factors that lead to project success or failure. Project management is defined as applying skills, tools, and techniques to meet stakeholder needs and expectations. Key aspects of project management covered include the project lifecycle, standards such as PMBOK and PRINCE2, and methodologies like waterfall, agile, and scrum. The roles and responsibilities of the project manager are also outlined.

1. Introduction to Project Management
Dr. Panos FITSILIS
(fitsilis@teilar.gr)

2. 2
Content
•Basic concepts
•PM standards
•PMBOK
•Project lifecycle and organization
•ISO 21500

3. 3

4. What is a Project?
•A project is a temporary endeavor undertaken to produce a unique product or service
–Temporary – Definitive beginning and end
–Unique – New undertaking, unfamiliar ground
Temporary
Unique
Characteristics of
Projects

6. Project Success
Customer Requirements satisfied/exceeded
Completed within allocated time frame
Completed within allocated budget
Accepted by the customer

7. Project Failure
Scope Creep
Poor Requirements Gathering
Unrealistic planning and scheduling
Lack of resources

8. What is Project Management
•Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project.
–The purpose of project management is prediction and prevention, NOT recognition and reaction

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PM v General Management
•General Management frequently consists of routine operations to undertake the tasks within most organisations, there are well defined structure of divisions, departments, sections and where necessary, these with be sub-divided into smaller operational units – PM works best by matrix management methods.
•Budgets of organisations are derived from previous data – not always the case with PM.

10. Types of projects
•Projects can be hard or soft, such as:
–New products;
–Services (private or public sector);
–Research and Development;
–Information Technology – software & hardware;
–Management (consolidation of outposts);
–Capital or revenue based facilities;
–Major maintenance to objects (vehicles/ buildings)
–Multiple and linked projects!!!!
–Insurance sector/ educational sector.
10

11. Triple Contraint
Quality
Scope
Time
Cost

12. Triple Contraint
•Increased Scope = increased time + increased cost
•Tight Time = increased costs + reduced scope
•Tight Budget = increased time + reduced scope.

13. Project management standards
13

14. List of Project management Standards
•PMI PMBOK
•ISO 10006
•BS 6079
•DIN 69900
•APM BOK
•IPMA ICB
•Australian National Competency Standards for Project Management
•Prince 2
•Greek ELOT 1429
•RUP
•OPM3
•CMU SEI Maturity Models
•XP
•Scrum
•Agile Project Management
•ISO/IEC 15504
•CCPM
•Construction Extension to PMBOK
•HERMES Method

15. PMBOK

16. PMBOK

17. Change Control Management
•Define how changes to the project scope will be executed
Scope Change
Schedule changes
Technical Specification Changes
All changes require collaboration and buy in via the project sponsor’s signature
prior to implementation of the changes

18. PMBOK

19. Scope Management
•Primarily it is the definition and control of what IS and IS NOT included in the project.

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WBS

22. PMBOK

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24. PMBOK

25. Cost Management
• This process is required to ensure the project is
completed within the approved budget and includes:
Resources
people
equipment
materials
Quantities
Budget

26. 26

27. PMBOK

28. Quality Management
•Quality Management is the process that insure the project will meet the needs
“conformance to requirements” - Crosby
“fitness for use” - Juran
“the totality of characteristics of an
entity that bear on its ability to
satisfy stated and implied need’ - ISO 8402:1994

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30. PMBOK

31. 31

32. PMBOK

33. Communications Management
• This process is necessary to ensure timely and appropriate generation,
collection, dissemination, and storage of project information

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35. PMBOK

36. 36

37. PMBOK

38. 38

39. 39

40. Process groups

41. Planning process

42. IPMA Competence Baseline

43. Types of competence
20 Technical competencies
15 Behavioural competencies
11 Contextual competencies
=> 46 competencies

44. 44
Project Life Cycle

45. 45
Life Cycle – some quotes
•There is sequence of phases through which the project will evolve. It is absolutely fundamental to the management of projects … It will significantly affect how the project is structured.
•The basic life cycle follows a common generic sequence: Opportunity, Design & Development, Production, Hand- over, and Post-Project Evaluation.
•The exact wording varies between industries and organisations. There should be evaluation and approval points between phases often termed 'gates'." Patel, M. B. & Prof. P.G. W. Morris,

46. 46
So is there such a thing as a “standard” lifecycle?
The short (and easy) answer is “no” - every project and type of project is, by its nature unique, but there are some common features...

47. Project Life Cycle Sample
47

48. Project Cost and Staffing Level
48

49. Project Life Cycle
Initiation Phase
Definition Phase
Planning Phase
Implementation Phase
Deployment Phase
Closing Phase

50. Initiation Phase
•Define the need
•Return on Investment Analysis
•Make or Buy Decision
•Budget Development

51. Definition Phase
•Determine goals, scope and project constraints
•Identify members and their roles
•Define communication channels, methods, frequency and content
•Risk management planning

52. Planning Phase
•Resource Planning
•Work Breakdown Structure
•Project Schedule Development
•Quality Assurance Plan

53. Implementation Phase
•Execute project plan and accomplish project goals
•Training Plan
•System Build
•Quality Assurance

54. Deployment Phase
•User Training
•Production Review
•Start Using

55. Closing Phase
•Contractual Closeout
•Post Production Transition
•Lessons Learned

56. Influence of stakeholders
56

57. Relation between project and product development
57

58. Project Life Cycle Sample
58

59. 59

60. 60
Project Life cycle in software

61. Agile methods

62. Why choose “Agile”?
•“It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.”
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- Charles Darwin, The Origin of Species

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Why choose “Agile”?
“When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.”
Process Dynamics, Modeling, and Control, Ogunnaikeand Ray, Oxford University Press, 1992

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Defined Process vs. Empirical
Defined Process Management
Great for known activity

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Defined Process vs. Empirical
Not great for unknown activity
$7 million budget
$120 million final

66. The Agile Manifesto

67. The Methodologies
•XP
•The Crystal family
•Open Source
•ASD (Adaptive Software Development)
•Scrum
•Feature Driven Development
•DSDM (Dynamic Systems Development Method)
•Rational Unified Process (RUP)

68. For example Scrum
•Roles
•Artifacts
•Events

69. Scrum Master
•Servant Leader
•Facilitator
•Roadblocks

70. Product Owner
•Business Priorities
•Single Wringable neck

71. Team
•Everyone
•Self Organising

72. Sprint
•Short
•Time boxed

73. Planning Meeting
•Stories
•Breakdown
•Time boxed

74. Daily Scrum/Standup
15 minutes (at most)
3 questions
•What did you do yesterday
•What will you do today
•Do you have any roadblocks
•Anyone may attend, only team members (people with skin in the game) may speak
•Scrum master uses the information from the standup to update burndown chart illustrating progress
•Fifteen minutes maximum
•Typically held standing up (to encourage brevity and focus)
•Gets the team focused for the day ahead. It is the heartbeat of the team.
•The team shares information and isn’t reporting to a manager.
•Roadblocks are addressed immediately

75. Review
•Inspection

76. The Maestro
76
The project manager

77. Roles and Tasks
•The project manager is responsible for organizing, staffing, budgeting, directing, planning, and controlling the project. shape goals
–obtain resources
–build roles & structures
–establish good communication
–see the whole picture
–move things forward Buchanan & Boddy, (1992)
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78. Common activities and skills
•Leadership
•Management
•Customer Relations
•Technical problem solving
•Conflict Management
•Team Management
•Risk and Change Management
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79. Leadership
•Influences others towards common goals
–uses intelligence
–personality
–abilities
–Communicates
–liaison
–assigns tasks
–monitors progress
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80. Management
•Completing tasks
–effective use of resources
–defining activities
–Sequencing
–communicating expectations
–match resources to activities
–monitor outcomes
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81. Customer relations
•Works closely with customers
–assure deliverables meet expectations
–interpret system requests & specifications
–site preparation
–user training
–contact point for customers
82

82. 83
Managing in four directions (Boddy & Buchanan 1992)
Managing up
Managing
the team
Managing the staff
Managing
across

83. Technical Problem Solving
•Designing & sequencing activities to attain project goals
–interpret system & specification
–define activities & sequencing
–make tradeoffs between alternative solutions
–design solutions to problems
84

84. Conflict Management
•Manage conflict within team
–assure not too high or low
–problem solving
–smoothing out personality differences
–compromising
–goal setting
85

85. Team Management
•Managing the team
–for effective team performance
–communication within/between the team(s)
–peer evaluation
–conflict resolution
–team building
–self management
86

86. Risk & Change Management
•Identifying, assessing and managing risks and day to day change
–environmental scanning
–risk & opportunity identification/assessment
–forecasting
–resource re-deployment
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87. Responsibilities
•Responsibility to the Parent Organization
•Responsibility to the Client
•Responsibility to the Team Members
•Above all, the Project Manager must never allow senior management to be surprised
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88. The popular view of attributes Meredith & Mantel (2000)
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•Strong technical background
•Hard-nosed manager
•A mature individual
•Someone who is currently available
•Someone on good terms with senior executives
•A person who can keep the project team happy
•One who has worked in several different departments
•A person who can walk on (or part) the waters
Chapter 3-23

89. Skills & Attributes (Boddy & Buchanan 1992)
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“Those responsible for driving change need to be able to use skills of political influence, in addition to those of rational problem solving and participative management and to move between them as the need arises”.
“In order to succeed you have to meet people, cultivate relationships, be a face”.

90. Skills and Attributes Meredith & Mantel (2000)
91
•Credibility (technical & administrative)
•Leadership and management style
•Sensitivity
•Ability to handle stress
Chapter 3-24

91. Characteristics of effective team members
92
•High quality technical skills
•Political sensitivity
•Strong problem orientation
•Strong goal orientation
•High self-esteem
Chapter 3-14

92. Project Organisation
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93. Functional Organization
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94. Projectized organization
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95. Weak Matrix Organization
96

96. Balanced Matrix
97

97. Strong Matrix Organization
98

98. Organization Matrix Influences on Projects
99

99. Where are we going !

100. ISO Standard – The Drivers
•More international projects
•Contractual issues
•Develop a common terminology
•Alignment of other standards PMBOK, BS 6079-1:2002, German Standard etc. ~

101. What it means to You
•Understand the ISO standard when working on projects (contractual, best practice issues)
•Changed terminology
•Industry standard practices
•Potentially skills/qualifications ~

102. Starting Positions
•USA - recommended focus on projects, focus on processes (what not how), generic overarching standard using best of all existing BOK’s
•UK – recommended the use of BS 6079-1:2002 as the basis for document, generic overarching standard, question of when does a project start (corporate aspects).
•Germany – Focus on processes, the concept of the house of processes. ~

103. Starting Positions (cont)
•France - The PM corpus concept, proposal for a 4th WG on competencies.
•Japan – proposal to include education and training of personnel for project management in the work items of WG3, established mirror committee and working groups with members selected and funding sourced..
•Netherland – program/portfolio management in or out, generic vs sector specific. ~

104. Structure of the Standard

105. Structure of the Standard

106. Structure of the Standard

108. Thank you!