Introduction to Project Management - PMP Workgroup
•
3 likes•370 views
This is the first presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification.
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Introduction to Project Management - PMP Workgroup
Similar to Introduction to Project Management - PMP Workgroup (20)
More from Tùng Trần Thanh
More from Tùng Trần Thanh (8)
Recently uploaded
Recently uploaded (20)
Introduction to Project Management - PMP Workgroup
- 1. Introduction to Project Management PMP Workgroup
- 2. Outline ● Project Definition ● Project and Development Life Cycles ● Tailoring Activity ● The role of the Project Manager
- 3. Common Vocabulary The PMI Lexicon of Project Management Terms provides the foundational professional vocabulary that can be consistently used by organizations, portfolio, program, and project managers & other project stakeholders. See https://www.pmi.org/pmbok-guide-standards/lexicon.
- 4. Code of Ethics and Professional Conduct The most important values: responsibility, respect, fairness, and honesty. ● See The Code of Ethics & Professional Conduct published by PMI. See more details at https://www.pmi.org/about/ethics/code.
- 6. What is a project? “A project is a temporary endeavor undertaken to create a unique product, service, or result.” ● Temporary ○ Temporary indicates a definite beginning & end*. ○ Temporary does not necessarily mean the project duration is short. ● Unique product, service, or result ● Projects drive change ● Projects enable business value creation
- 7. Projects drive change Projects drive change
- 8. Project Initiation Context Project Initiation Context
- 9. Project vs. Operation● Temporary; ● Unique; ● Project ends when ○ The project’s objectives have been achieved; ○ The objectives will not or cannot be met; ○ Funding is exhausted or no longer available for allocation to the project; ○ When the need for the project no longer exists; ○ The human or physical resources are no longer available; or ○ The project is terminated for legal cause or convenience. ● Ongoing & repetitive work; ● Ongoing endeavors that produce repetitive outputs. ● Do not terminate when the current objectives are met Project Operation Progressively elaborated: when you start, you have goals and a plan, but there is always new information to deal with as project progresses, and you’ll always have to make decisions to keep it on track.
- 10. The importance of Project Management “Project management is the application of knowledge, skills, tools & techniques to project activities to meet project requirements.” Compare a Project Manager to ● A conductor (orchestra) ● A football coach
- 11. Balancing the competing project constraints Doing the Right Project Right.
- 12. Portfolio, Program & Project Management Interactions Portfolio, Program & Project Management Interactions Program: defined as a group of related projects, subsidiary programs & program activities managed in a coordinated manner to obtain benefits not available from managing them individually. Portfolio: defined as projects, programs, subsidiary portfolios & operations managed as a group to achieve strategic objectives or organizational strategies, and priorities.
- 13. Project and Development Life Cycles
- 14. Project and Development Life Cycles Project Life Cycles: Predictive or Adaptive. Development Life Cycles ● Predictive ● Iterative ● Incremental ● Adaptive ● Hybrid
- 15. Product Life Cycle Project life cycles are independent of product life cycles, which may be produced by a project. A product life cycle is the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.
- 17. Predictive Life Cycle Predictive Life Cycle (fully plan-driven, aka Waterfall)
- 18. Iterative Life Cycle Iterative Life Cycle
- 19. Incremental Life Cycle Incremental Life Cycle
- 20. Incremental vs. Iterative Incremental vs. Iterative Incremental Iterative
- 21. Adaptive Life Cycle Adaptive Life Cycle (change-driven, aka Agile)
- 22. A hybrid life cycle is a combination of a predictive and an adaptive life cycle. Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development life cycle. Hybrid Life Cycle
- 23. Cost of Change during the cycle Cost of Change during the Project Life Cycle
- 24. Economics of frequent releases Favor Smaller and More Frequent Releases
- 25. Engagement Models ● Fixed Price ● Time & Material ○ Capped Time & Material ● Body Leasing (Dedicated Team, Offshore Development Centre, Body Shopping...)
- 26. Project Management Process Groups & Knowledge Areas
- 27. Project Management Process Group ● Initiating ● Planning ● Executing ● Monitoring and Controlling ● Closing
- 28. Level of Effort Process group interactions in a phase or project
- 29. Project Management Knowledge Area 10 Knowledge Areas
- 30. Project Management Data and Information Project Data, Information, and Report Flow
- 31. Tailoring
- 32. Project Tailoring The appropriate project management processes, inputs, tools, techniques, outputs, and life cycle phases should be selected to manage a project. This selection activity is known as tailoring project management to the project. Tailoring should address the competing constraints of scope, schedule, cost, resources, quality, and risk. The importance of each constraint is different for each project, and the project manager tailors the approach for managing these constraints based on the project environment, organizational culture, stakeholder needs, and other variables.
- 33. An example of Project Tailoring Show an example of project tailoring which includes ● Process/Activity ● PIC (Person In Charge) ● Required (M/O): Mandatory/Optional ● Apply (Y/N/M): Yes/No/Modified ● Justification
- 35. Business Documents Interrelationship of Needs Assessment & Critical Business/Project Documents
- 36. Project Success Measures Traditionally: time, cost, scope & quality Recently: the achievement of the project objectives The project objectives should be clearly documented and measurable. ● What does success look like for this project? ● How will success be measured? ● What factors may impact success? It is possible for a project to be successful from a scope/schedule/budget viewpoint, but to be unsuccessful from a business viewpoint.*
- 37. The Environment in which the projects operate
- 38. EEFs & OPAs Enterprise Environment Factors (EFFs) & Organizational Process Assets (OPAs)
- 39. Internal EFFs ● Organizational Culture, Structure, and Governance ● Geographic distribution of facilities & resources ● Infrastructure ● Information Technology Software ● Resource availability ● Employee Capability Enterprise Environmental Factors (EFFs) External EFFs ● Marketplace conditions ● Social & cultural influences & issues ● Legal restrictions ● Commercial databases ● Academic research ● Government or industry standards ● Financial considerations ● Physical environmental factors
- 40. Organizational Process Assets (OPAs) Plans, Processes, Policies, Procedures and Knowledge bases ● Processes, Policies, Procedures ○ Established by the PMO; ○ Not updated frequently; ○ Updated only by following the appropriate organizational policies associated with updating processes, policies or procedures. ● Organizational Knowledge Bases (lessons learned, performance metrics & issues, and defects) ○ Continually updated throughout the project.
- 41. Organizational Knowledge Repositories ● Configuration management knowledge repositories ● Financial data repositories ● Historical information & lessons learned knowledge repositories ● Issue & defect management data repositories ● Data repositories for metrics ● Project files from previous projects
- 42. Organizational Systems The PM needs to understand where responsibility, accountability, and authority reside within the organization. This will help the PM effectively and efficiently use his power, influence, competence, leadership & political capabilities to successfully complete the project. The system factors include ● Governance frameworks; ● Management elements; ● Organizational structure types.
- 43. Factors in selecting an organizational structure ● Degree of alignment with organizational objectives, ● Specialization capabilities, ● Span of control, efficiency, and effectiveness, ● Clear path for escalation of decisions, ● Clear line and scope of authority, ● Delegation capabilities, ● Accountability assignment, ● Responsibility assignment, ● Adaptability of design, ● Simplicity of design, ● Efficiency of performance, ● Cost considerations, ● Physical locations (e.g., collocated, regional, and virtual), and ● Clear communication (e.g., policies, status of work, and organization’s vision).
- 45. Strong Matrix Organization Strong Matrix Organization
- 47. The role of the project manager
- 48. Definition of a Project Manager
- 49. Definition of a Project Manager “A project manager is a professional in the field of project management. Project managers have the responsibility of the planning, procurement and execution of a project, in any undertaking that has a defined scope, defined start and a defined finish; regardless of industry.” “Project Manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”
- 50. The role of the Project Manager
- 51. Sphere of Influence Example of Project Manager’s Sphere of Influence
- 52. ● The project ● The organization ● The industry ● Professional Disciplines ● Across Disciplines A different view of the Project Manager’s role
- 53. Job Description of a Project Manager See sample JDs of the positions: Project Manager, Program Manager and Delivery Manager.
- 54. Project Manager Competencies Technical Project Management Strategic and Business Management Leadership
- 55. Integration is a critical skill for PMs - takes place at 3 different levels ● Performing integration at the process level; ● Integration at the cognitive level; ● Integration at the context level. Three dimensions of complexity ● System behavior: the interdependencies of components and systems; ● Human behavior: the interplay between diverse individuals and groups; ● Ambiguity: uncertainty of emerging issues and lack of understanding or confusion. Performing Integration
Editor's Notes
- P3 (39)
- P3 (39)
- (*): Projects are temporary, but their deliverables may exist beyond the end of the project. Projects may produce deliverables of a social, economic, material, or environmental nature. For example, a project to build a national monument will create a deliverable expected to last for centuries. Unique product, service, or result: projects are undertaken to fulfill objectives by producing deliverables. An objective is defined as an outcome toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed. A deliverable is defined as any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Deliverables may be tangible or intangible. Projects drive change: Projects drive change in organizations. From a business perspective, a project is aimed at moving an organization from one state to another state in order to achieve a specific objective. Before the project begins, the organization is commonly referred to as being in the current state. The desired result of the change driven by the project is described as the future state. Projects enable business value creation: PMI defines business value as the net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible, or both. In business analysis, business value is considered the return, in the form of elements such as time, money, goods, or intangibles in return for something exchanged (see Business Analysis for Practitioners: A Practice Guide, p. 185 [7]). Examples of tangible elements include: Monetary assets, Stockholder equity, Utility, Fixtures, Tools, and Market share. Examples of intangible elements include: Goodwill, Brand recognition, Public benefit, Trademarks, Strategic alignment, and Reputation. P4 (40)
- Meet Regulatory Legal, or Social Requirements; Satisfy Stakeholder Requests or Needs; Create, Improve, or Fix Products, Processes, or Services; Implement or Change Business or Technological Strategies.
- Effective project management helps individuals, groups, and public and private organizations to: Meet business objectives; Satisfy stakeholder expectations; Be more predictable; Increase chances of success; Deliver the right products at the right time; Resolve problems and issues; Respond to risks in a timely manner; Optimize the use of organizational resources; Identify, recover, or terminate failing projects; Manage constraints (e.g., scope, quality, schedule, costs, resources); Balance the influence of constraints on the project (e.g., increased scope may increase cost or schedule); and Manage change in a better manner. P10 (46)
- Discuss the definition of a quality product. The balance of a quality product and the constraints produces the “right” product.
- Discuss the examples of organizational strategy, portfolio, program and projects. P11 (47) See the table 1-2 in p13 (49) Find the books The standard for Program Management (4th) The standard for Portfolio Management (4th)
- P19 (55) See the p18 (54) for the definitions of Project Life Cycle Project Phase Phase Gate Project Management Process Project Management Process Group Project Management Knowledge Area
- In a predictive life cycle, the project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope are carefully managed. Predictive life cycles may also be referred to as waterfall life cycles. https://blog.iil.com/project-management-life-cycles-explained-based-on-the-pmbok-guide-sixth-edition/
- In an iterative life cycle, the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. Example: RUP (Rational Unified Process). https://blog.iil.com/project-management-life-cycles-explained-based-on-the-pmbok-guide-sixth-edition/
- In an incremental life cycle, the deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration. https://blog.iil.com/project-management-life-cycles-explained-based-on-the-pmbok-guide-sixth-edition/
- Iterative Life Cycle vs. Incremental Life Cycle? “The main difference between them is that an iterative process makes progress through continuous refinement while an incremental process makes progress through small increments.” (see here). “Iterative development was created as a response to inefficiencies and problems found in the waterfall model. The basic idea behind this method is to develop a system through repeated cycles (iterative) and in smaller portions at a time (incremental), allowing software developers to take advantage of what was learned during the development of earlier parts or versions of the system. Learning comes from both the development and use of the system, where possible key steps in the process start with a simple implementation of a subset of the software requirements and iteratively enhance the evolving versions until the full system is implemented. At each iteration, design modifications are made and new functional capabilities are added. In incremental development, system functionality is sliced into increments (portions), whereby in each increment, a slice of functionality is delivered.” (see here). https://www.quora.com/What-is-difference-between-iterative-model-incremental-model-and-agile-model
- Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined and approved before the start of an iteration. Adaptive life cycles are also referred to as agile or change-driven life cycles. https://blog.iil.com/project-management-life-cycles-explained-based-on-the-pmbok-guide-sixth-edition/
- Cost of change using Waterfall vs. Cost of change using Agile (vs. idealized Agile)
- Quoted from “Essential Scrum - A Practical Guide to the Most Popular Agile Process”
- A Project Management Process Group is a logical grouping of project management processes to achieve specific project objectives. Process Groups are independent of project phases. Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project requirements. Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Closing Process Group. Those processes performed to formally complete or close the project, phase, or contract. See p23 (59).
- Process Groups are not project phases.
- A Knowledge Area is an identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques. Although the Knowledge Areas are interrelated, they are defined separately from the project management perspective. The ten Knowledge Areas identified in this guide are used in most projects most of the time. The ten Knowledge Areas described in this guide are: Project Integration Management. Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. Project Scope Management. Includes the processes required to ensure the project includes all the work required, and only the work required, to complete the project successfully. Project Schedule Management. Includes the processes required to manage the timely completion of the project. Project Cost Management. Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget. Project Quality Management. Includes the processes for incorporating the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders’ expectations. Project Resource Management. Includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project. Project Communications Management. Includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information. Project Risk Management. Includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project. Project Procurement Management. Includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. Project Stakeholder Management. Includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. See the table 1-4 on p25 (61).
- P28 (64)
- See https://drive.google.com/file/d/1Emd_5HvGjU3q8R3OO2h0Ru12QDZSJ83k/view
- Project Business Case Economic Feasibility Study (báo cáo khả thi) The Objectives and Reasons for project initiation => go/no-go decision The basis to measure success & progress A Needs Assessment involves understanding business goals and objectives, issues, opportunities and recommending proposals to address them. Benefits Management Plan How and When the benefits of the project will be delivered The mechanisms should be in place to measure those benefits Is developed early in the project lifecycle but is an iterative activity
- (*): this can occur when there is a change in the business needs or the market environment before the project is completed.
- Process Asset Library (PAL) P40 (76)
- P41 (77)
- P42 (78) The Governance of Portfolios, Programs, and Projects: A Practice Guide describes a common governance framework aligning organizational project management (OPM) and portfolio, program, and project management. The practice guide describes four governance domains of alignment, risk, performance, and communications. Each domain has the following functions: oversight, control, integration, and decision making. Each function has governance supporting processes and activities for stand-alone projects, or projects operating within the portfolio or program environments.
- See the table “Table 2-1. Influences of Organizational Structures on Projects” in p47 (83).
- The definition is quoted from Wikipedia. PMs are responsible for what their teams produce. The PM is not expected to perform every role on the project, but should possess project management knowledge, technical knowledge, understanding & experience. He provides the team with leadership, planning and coordination through communications. See p52 (88).
- See p53 (89).
- Project Manager, Program Manager, Delivery Manager