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Introduction to Project Management by Javid Hamdard
This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
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Introduction to Project Management by Javid Hamdard
- 1. Introduction to ProjectManagement December 2015 Javid Hamdard
- 2. How Clear CanYou See? 2
- 3. How Clear CanYou See? 3
- 4. Let’s See theWhole Elephant ! 4
- 5. • Between 2010and 2020, 15.7 million new project management roles will be created globally, and the project management industry is slated to grow by $6.6 trillion. • 70% of high-performance/successful projects are led by a Qualified Project Manager. • Up to 75% of Business and IT Executives Anticipate Their Software Projects Will Fail due to the lack of a qualified PM team. • On average IT project runs 45% over budget, 17% over time, and delivers 56% less value than expected. • One in six IT projects has an average cost overrun of 200% and a schedule overrun of 70%. • Only 39% of all projects succeed (delivered on time, on budget, and with required features and functions). • 60% of companies don’t measure ROI on projects. Why Does it Matter? 5 Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM Solutions, the Access Group.
- 6. • The GlobalAverage (Annual) Salaries of Qualified Project Managers: • Entry-level: $54,953 • Managing small, low-risk projects: $65,818 • Managing medium-size, moderate-risk projects: $81,520 • Managing large, highly integrated projects: $103,047 • The Average ROI of Qualified/Certified Project Managers is 375% (Including salary & Training costs). • Firms say they get 26% or more ROI from implementing Project Portfolio Management (PPM) Processes. • 83% of PM organizations reported that they were understaffed at some level. 44% of the reported shortages were for senior-level project managers. 89.4% report that it is either very difficult or somewhat difficult to find senior-level talent. Why Does it Matter? (Cont.) 6 Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM Solutions, the Access Group.
- 7. • Our customersreally Love us, so they Don't care if our products and services are late and don't work. • Organizing to manage projects isn't compatible with our culture, and the last thing we need around this place is change. • We aren't smart enough to implement project management without stifling creativity and offending our technical geniuses. • Project management requires integrity and courage, so they would have to pay me extra. • Our bosses won't provide the support needed for project management; they want us to get better results through Magic. • We'd have to apply project management blindly to all projects regardless of size and complexity, and that would be Stupid. • We know there is a well-developed Project Management Body of knowledge, but We can't find it under this mess on our desks. • We figure it's more profitable to have 50% overruns than to spend 10% on Project Management to prevent and fix them. Why DON’T You Need PM ! 7 Sources: Project Management Institute (PMI), PM-BOK Guide (4th Ed); PM Fundamentals, Chris Miller (PMP) 2010.
- 8. • A Projectis a Temporary Endeavor Undertaken to Create a Unique Product, Service, or Result. • The Temporary nature of projects indicates that a project has a definite beginning and end. The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. • Every project creates a Unique product, service, or result. The outcome of the project may be tangible or intangible. Although repetitive elements may be present in some project deliverables and activities, this repetition does not change the fundamental, unique characteristics of the project work. What is a Project? 8 Sources: PM-BOK Guide (5th Ed), A Guide To the Project Management Body of Knowledge. 2013. PMI Inc.
- 9. • Management isthe process of attaining organizational goals by Effectively and Efficiently Planning, Organizing, Leading and Controlling the organization's Human, Physical, Financial and Informational Resources. • The practice of management, defined for many centuries as planning, organizing, directing, and controlling, has existed since early times. Building the Great Wall of China, running the Roman Empire, and preparing armies for battle all required management skills; until the late nineteenth century, however, management was usually viewed as an art that was passed on from generation to generation by oral tradition. In the last hundred years, the science of management has developed. While management was once defined as "the ability work through others", today most definitions are similar to the one offered by Courtland Bouee above. What is Management? 9 Sources: Timothy J. Kloppenborg, Arthur et-al. “Project Leadership”. Management Concepts. 2003. Vienna, VA 22182.
- 10. • Project managementis the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into Five Process Groups. These Five Process Groups are: • Initiating, • Planning, • Executing, • Monitoring and Controlling, and • Closing. What is Project Management? 10 Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM Solutions, the Access Group.
- 11. • While thehistory of project management goes back to the building of Pyramids of Egypt and the construction of the Wall of China, the Manhattan Project is considered as one of the first to use the contemporary concepts and frameworks of Project Management (The Manhattan Project was a research and development project that produced the first nuclear weapons during World War II. It was led by the United States with the support of the United Kingdom and Canada). • While the US military was the key industry behind the development of several project management Processes and Techniques. In 1917, Henry Gantt developed the famous Gantt chart as a tool for scheduling work in factories: • A Gantt chart is a standard format for displaying project schedule information by listing projects activities and their corresponding start and finish dates in a calendar format. History of Project Management? 11 Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM Solutions, the Access Group.
- 12. Project Management ProcessGroups 12 Initiating Planning Executing Monitoring & Controlling Closing A process group is a logical grouping of activities, inputs, tools, techniques, and outputs required for any type of project. Define a new project or new phase, identify stakeholders, and obtain authorization “Authorize the Work” Develop an integrated project management plan to attain project objectives “Plan the Work” Complete the work and satisfy project objectives “Work the Plan” Track and review project progress and performance; manage variance and change “Control the Plan” Finalize all activities and formally close the project or phase “End the Work” • Project Charter/MoU • Stakeholder Register • Project Mgt. Plans & Related Documents - Scope - Requirements - Schedule - Cost - Quality - Human Resources - Communication - Risk - Procurement - Change - Stakeholders • Project Deliverables • Work Performance Data • Team Performance Assessments • Project Communications (e.g. status reports) • Selected Suppliers & Agreements • Change Requests • Issue Log • Change Logs • Approved Change Requests • Work Performance Information • Schedule Forecasts • Cost Forecasts • Updates to Project Plan • Quality Control Measurements • Verified Deliverable • Accepted Deliverables • Final Product, Service, or Result (i.e. purpose of project) • Closed Procurement (e.g. formal signature of acceptance) Activities Key Outputs Process Groups Sources: Tom Tiede. “PMI Project Management Principles” – A point of reference. Based on the PMBOK (5th Ed). PP. 2014.
- 13. Applying PM ProcessGroups 13 Sources: HBR Reviews (MISC); PMBOK Guide, Body of Knowledge (5th Ed). PMI. 2013; Tom Tiede. “PMI Project Management Principles” – A point of reference. Based on the PMBOK (5th Ed). PP. 2014. Process Group Overlap Time Initiating Planning Executing Monitoring & Controlling Closing Initiating Planning Executing Monitoring & Controlling Change ? Complet e? Closing Yes Yes No No “Plan, Do, Check, Act”
- 14. Key Elements ofProject Management 14 Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM Solutions, the Access Group. Schedule Scope Cost Quality
- 15. Sample Project 15 Sources: HarvardBusiness Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM Solutions, the Access Group. Birthday Party • Send RSVP Invites & Get Headcount, • Hire Music Band, • Arrange Space (Table & Chairs, Toshaks), • Cook or Order Food, • Buy Cake and Snacks, • Buy BBQ Food, • Decorate Space, • Food Setup, • Buy Ice, • PARTY!
- 16. Project Management LifeCycle 16 Sources: Project Management Institute, KPMG, PM Solutions, the Access Group; Project Management.COM
- 17. Project Management Methodologies 17 •Waterfall: This is the legacy model for software development projects. This methodology has been in practice for decades before the new methodologies were introduced. In this model, development lifecycle has fixed phases and linear timelines. This model is not capable of addressing the challenges in the modern software development domain. • Adaptive: In this methodology, the project scope is a variable. Additionally, the time and the cost are constants for the project. Therefore, during the project execution, the project scope is adjusted in order to get the maximum business value from the project. • Crystal-Methods: In crystal method, the project processes are given a low priority. Instead of the processes, this method focuses more on team communication, team member skills, people and interaction. Crystal methods come under agile category. • Agile: Agile software development methodology is for a project that needs extreme agility in requirements. The key features of agile are its short-termed delivery cycles (sprints), agile requirements, dynamic team culture, less restrictive project control and emphasis on real-time communication. Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM Solutions, the Access Group.
- 18. Project Management Methodologies(Cont.) 18 Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM Solutions, the Access Group. Waterfall Adaptive Agile
- 19. Agile vs. Waterfall 19 Sources:Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM Solutions, the Access Group.
- 20.
- 21. • Functional/Classical Organization– marked and managed by a predefined hieratical structure through pre-identified superiors. Departments and Staff are usual grouped by technical and special skills. Perceived scope of work is usually limited by particular functions (e.g. Engineering, HR). Typically have part-time and/or occasional Project Manager/s. The center piece of the organization is the predefined organizational structure and hierarchy. • Projectized Organizations – blend both functional and Projectized characteristics and traits. Mix cross-departmental personnel and skills with full-time Project Manger/s with the main aim to achieve utmost productivity, efficiency and effectiveness. Organizational Structures 21 Sources: PMI – Official PMP Certification Study Guide, 2014. PMI
- 22. • Project Management– the application of knowledge, skills, tools, and techniques to project management activities to meet project requirements. • Project Manager – the person authorized by the performing organization to direct the team accountable for realizing project objectives. • Project Stakeholder – Individuals and Organizations who are actively involved in and impacted by the project. • Triple Constraint – the foundation of project management is balancing scope, time, and cost. Quality is at the center of the triple constraint. • Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually. • Portfolio – Projects, programs, and operations managed as a group to achieve strategic objectives. • PMBOK ® the Project Management Book of Knowledge from which PMI defines terms, standards, and good practices. Key Definitions ! 22 Sources: Tom Tiede. “PMI Project Management Principles” – A point of reference. Based on the PMBOK (5th Ed). PP.
- 23. • Commercial • MSProject (PM): • http://office.microsoft.com/en-us/project/default.aspx • FastTrack (PM): • http://www.aecsoftware.com/products/fasttrack/ • @Task (PM & PFM): • http://www.attask.com/overview/ • ZOHO (COL PM): • http://projects.zoho.com/home.na • Open-Source: • Gantt Project: • http://www.ganttproject.biz/ • OpenProject: • http://openproj.org/ • Open Workbench: • http://www.openworkbench.org/ • IXProject: • http://www.jxproject.com/ • Gantthead: Good resource • http://www.gantthead.com/ Project Management Applications 23
- 24. • CAPM® (CertifiedAssociate in Project Management): demonstrates your understanding of the fundamental knowledge, terminology and processes of effective project management. • PMP®(Project Management Professional): is a well recognized standard of project management certification offered by PMI. Recognized and demanded by organizations worldwide, the PMP validates your competence to perform in the role of a project manager, leading and directing projects and teams. • PgMP® (Program Management Professional): Is designed for those who manage multiple, complex projects to achieve strategic and organizational results. • PfMP® (Portfolio Management Professional): Is designed for advanced experience and skill of portfolio managers. The PfMP is to demonstrate one’s proven ability in the coordinated management of one or more portfolios to achieve organizational objectives. • RMP® (Risk Management Professional): certification recognizes demonstrated knowledge and expertise in the specialized area of assessing and identifying project risks along with plans to mitigate threats and capitalize on opportunities. Project Management Certification 24 Sources: PMI – Official PMP Certification Study Guide, 2014. PMI
- 25. • The averageIT project runs 45% over budget, 7% over time, and delivers 56% less value than expected; while 45% admit they’re unclear on the business objectives of their IT projects. • One in Six IT projects has an average cost overrun of 200% and a schedule overrun of 70%. • While 75% of IT project leaders believe their projects are “Doomed from the Start”, 78% respondents said their project requirements are usually or always out of sync with the business. • 17% of large IT projects go so badly they threaten the existence of the company. • Only 47% say their teams achieve 70-89% of their goals. Nearly 20% say they only achieve 50-69% of their goals. • 80% of teams say they spend at least half their time reworking completed tasks. . Top Challenges of IT Projects ! 25 Sources: Wrike.Com. PM Statistics 2015; Harvard Business Reviews, Project Management Institute, KPMG, PM Solutions, the Access Group.
- 26. • Lack ofQualified Project Management Team/s, • Unclear objectives/lack of business focus, • Unrealistic Schedule/Reactive planning, • Shifting Requirements/Technical complexity, • Unaligned Team/Missing skills, • Lack of Project Ownership and Coordination, • Unexplained Causes. Top Contributors to IT Projects Failure ! 26 Sources: Wrike.Com. PM Statistics 2015; Harvard Business Reviews, Project Management Institute, KPMG, PM Solutions, the Access Group.
- 27. • Project ManagementCertification • Project Management Institute • http://www.pmi.org/ • Project management • Harvard Business Review, Harvard University, • https://hbr.org/topic/project-management • Project Management Tools, • University of Berkeley, UC • http://oe.berkeley.edu/resources/project-management-tools • Project Management Framework, • University of Adelaide • http://www.adelaide.edu.au/technology/pmo/framework/ • Project Management Statistics 2015 • Wrike News, Wrike.COM • https://www.wrike.com/blog/complete-collection-project-management-statistics-2015/ • Scum Methodology • Scum Methodology • http://scrummethodology.com/ Useful Resources 27
- 28. Thank You Questions /Comments 28