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![Define a Project Vision
Vision is about why your project matters.
– Describes how the world will be better or different when the
project is successfully completed.
– Answers: “What’s in it for me?”
– Can motivate the project team.
“[We will create] a motor car for the great multitude. It will be so
low in price that no man making a good salary will be unable to own
one. The automobile will be taken for granted ... [and we will] give a
large number of men employment at good wages.”
- Henry Ford](https://image.slidesharecdn.com/projectmanagementpart1-160418193202/75/Project-management-part-1-36-2048.jpg)
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Project management part 1
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- 2. Project Initiation Project Planning (Scope) ProjectPlanning (Workflow) Project Planning (Resources) Project Planning (Finalization) Project Baseline and Execution Project Monitoring and Control Project Reporting and Communication Project Closure Project Management - Steps
- 3. Sample – SoftwareProject “Smart Adverse Event Processing Management System (SAEPMS)” Adverse Event Processing Engine HTML email Text email SMS adversevent@berkeley.edu Extract following details from Email/SMS Message From / Sender Attachments Body / Contents Timestamp / Date time when email was send Database Cluster Web Server User Experience (UX) Adverse Event Messages 1 2 3 4 5
- 4. 1 2 3 4 5 User sends emailor SMS text message to sample inbox i.e adversevent@berkeley.edu Processing engine extracts meaningful information from the adverse event messages and stores information in database. Database stores all the information of adverse event and user details of the web application. Web Server host web pages so that admin users and other users can access the web application. User Experience is the web pages used by admin users and other users to view/modify adverse event data. Sample – Software Project “Smart Adverse Event Processing Management System (SAEPMS)”
- 5. Projects “A project isa temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.” Time (Schedule) Scope (Deliverable) Cost (Resources) ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
- 6. Definition of ProjectManagement “Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.” ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
- 7. Projects and Programs “Aprogram is defined as a group of related projects managed in a coordinated way… A project may or may not be part of a program, but a program will always have projects.” Project Project Project Project Project Program ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
- 8. Projects and Operations Operationsare an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service… Operations are ongoing; projects are temporary endeavors
- 9. Goals of ProjectManagement • Meet or exceed stakeholder expectations. • Achieve project goals, balancing trade-offs such as time, cost, quality, resources, and other constraints. • Manage change through iterative planning and progressive elaboration. • Build teamwork, trust, and contributor relationships. • Establish effective communications.
- 10. Project Management TripleConstraint “Manage these or they will manage you!”
- 11. Project Management TripleConstraint
- 12. Project Management TripleConstraint
- 13. Project Management TripleConstraint
- 14. Project Management TripleConstraint
- 15. Impact of ProjectSlip or Failure Cost of Change Project Phases Project Completion Implementation Design Definition Concept
- 16. Cost of Changevs. Time Example for software project.
- 17. Project Management Challenges •Unclear or poorly understood objectives • Excessive schedule pressure • Insufficient or uncommitted resources • Unrealistic project complexity • Shifting priorities and requirements • Inadequate communication • …
- 18. PMBOK® Guide ProcessGroups 1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Figure 3-1. Project Management Process Groups
- 19. ©2013 Project ManagementInstitute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Figure 3-2. Process Groups Interact in a Phase or Project
- 20. Project and ProductLife Cycles Product life cycles align with project life cycles, but may have phases preceding project work and phases following it. Typical Product Life Cycle Phases Strategy/ Project Selection Project Monitoring Phases Project Acceptance Support Retirement Typical Project Life Cycle Phases Planning Phases Execute/ Build Phases Test/ Evaluate Closure
- 21. ©2013 Project ManagementInstitute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Figure 3-4. Project Boundaries
- 22. Project Life Cycles •Phased, Stage Gate For projects that are best managed using a succession of phases; generally best for easily definable project work. • Agile, Iterative For novel projects that are difficult to define; usually most effective for smaller projects having easily developed interim deliverables. Differences are mostly about scale; an iterative life cycle may be a sequence of brief projects.
- 23. Proposal-type Life Cycles (Construction,Solution, Fee-for-Result Projects) Typical Life Cycle Phases Initiation Planning and Proposal Selection Implementation Warranty Support Alignment of Project Phases and PM Processes Initiating Processes Planning Processes Executing, Monitoring & Controlling Processes Closing Processes
- 24. Development-type Life Cycles (IT,Infrastructure, Reengineering Projects, Product Development Projects) Requirements and Planning Study/ Define Specify/ Design Test/ Closure Enhance/ Support MaturityDevelop/ Build Typical Life Cycle Phases Alignment of Project Phases and PM Processes Initiating Processes Planning Processes Executing, Monitoring & Controlling Processes Closing Processes
- 25. ©2013 Project ManagementInstitute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Figure 2-9. Typical Cost and Staffing Levels Across the Project Life Cycle
- 26. Agile, Iterative LifeCycles (Cyclic, Evolutionary, Adaptive Methodologies) Typical Life Cycle Phases Initiation Release Planning Cycle 1 Cycles 2-N Closure Support Alignment of Project Phases and PM Processes Initiating Processes Planning Processes Executing, Monitoring & Controlling Processes Closing Processes
- 27. Project Charter Definition •This document provides official authorization to start the project. • This document must be supported and approved by the sponsor. • In some cases, the project charter may be developed by others before the Project Manager has been assigned. “Without a project charter, you don’t officially have a project.”
- 28. Project Charter Content Projectcharters include information such as: – Project purpose or justification – Project leader/manager – Project sponsor authorizing the work – Measurable objectives and initial requirements – Milestone schedule – Initial budget – Completion criteria – High-level risks
- 29. Identifying Project Stakeholders OtherStakeholders Core Team • Full-time on project • Involved in planning and execution Extended Team • Part-time • Involved in specific activities Other Stakeholders • Sponsor • Management • Customers • Users • Vendors • Partners • Regulators • … Extended Team Project Leader Core Team
- 30. Acquire Project Team “Theprocess of confirming human resource availability and obtaining the team necessary to complete project assignments.” (PMBOK 9.2) ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
- 31. Project Team Roster NameRole and Responsibility Phone(s) email Location … Create your roster and keep it updated.
- 32. Project Team Challenges •Cross-functional teams • Contributors who report to others • Virtual teams • Geography • Time zone • Language • Culture • Differing systems, processes, organizations
- 33. Define Project Objective •Keep it short--25 words or so • Summary of project scope, time, and cost • Clear and understandable • Avoid jargon and acronyms • Like initial scope, this is only a target Time/ Schedule Cost/ Resources Scope/ Deliverable
- 34. Establish Project Priorities TimeCostScope Least Flexible Moderately Flexible Most Flexible
- 35. Validate Project Objective Restatethe request, and iterate as needed to gain consensus. Objective and Priorities Sponsor (And/Or: Customers, Other Stakeholders) Initial Request Project Manager/ Team Objective
- 36. Define a ProjectVision Vision is about why your project matters. – Describes how the world will be better or different when the project is successfully completed. – Answers: “What’s in it for me?” – Can motivate the project team. “[We will create] a motor car for the great multitude. It will be so low in price that no man making a good salary will be unable to own one. The automobile will be taken for granted ... [and we will] give a large number of men employment at good wages.” - Henry Ford
- 37. Conduct a Start-upWorkshop An event where the project team initiates processes to successfully start the project and begin building teamwork. Workshop benefits: – Promote common understanding of project goals and priorities – Create cohesive team – Reduce wasted time, redundant effort – Get a fast start on the project
- 38. Develop Project ManagementPlan “The process of defining, preparing, and coordinating all subsidiary plans to integrate them into a comprehensive project management plan.” (PMBOK 4.2) Project plans include: • Schedule • Budget • Quality plan • Communications plan • Human resources plan • Risk management plan • Procurement plan • … (Note: This course focuses on basic planning processes) ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
- 39. Benefits of ProjectPlanning • Set a basis for good communication. • Minimize rework and missing work. • Improve performance to schedule. • Create deliverables that meet expectations. • Better manage risk. • Refine the understanding of the project. • Establish that the project is possible.
- 40. Project Planning • Projectplanning processes are scalable, applicable to projects of any size. • Planning continues throughout a project, so it is self- correcting (progressive elaboration). • While project planning processes are generally started in a set sequence, later steps are likely to reveal information that results in iteration back to adjust earlier planning and assumptions.
- 41. Project Planning Steps •Collect requirements, define scope. • Define work breakdown structure (WBS) and project activities. • Sequence activities • Estimate activities • Analyze workflow • Delegate responsibilities, analyze resources • Assess constraints and risks • Negotiate, adjust, and finalize plans • Set the project baseline
- 42. Project Planning Horizon •Detailed planning is often inaccurate for work more than six months in the future. • Longer projects often use Phase or “Rolling Wave” planning. • Regardless of project duration, periodically review project plans and assumptions. • Planning and execution inevitably overlap for most projects.
- 43. Collect Requirements “The processof determining, documenting and managing stakeholders needs and requirements to meet the project objectives.” (PMBOK 5.2) Scoping begins with defining requirements. ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
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- 45. Document Requirements Formalize specificationsin writing. Strive to make each requirement: Specific Measurable Achievable Stable Clear and unambiguous Project deliverables, like all parts of scope definition, will become clearer and more specific over time.
- 46. Requirements: Is &Is Not Is Is not • What it isn’t. • What it doesn’t do. • “Wants” that you will exclude. • Features to be included in the next project. • Valid requirements that won’t be in this project. • … • What it is. • What it does. • What it looks like. • How it works. • “Musts.” • “Wants” that you will include. • … Set boundaries on the project; make needed adjustments before you plan and begin the work.
- 47. Acceptance/Completion Criteria • Thecriteria your project customer will use to verify scope and accept your project deliverable. • Specific testing criteria that will be used to validate the deliverable is complete. • Technical specifications and performance data. Define what “done” looks like at the start.
- 48. Define Scope “The processof developing a detailed description of the project and product.” (PMBOK 5.3) Scope definitions may be called (or be part of): • Project Charter • Project Data Sheet • Proposal • Reference Specifications • Statement of Work • Plan of Record • … Whatever you call it, write it down. ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
- 49. Create Work BreakdownStructure “The process of subdividing project deliverables and project work into smaller, more manageable components.” (PMBOK 5.4) A Work Breakdown Structure (WBS) is a logical hierarchy where: • Each lower level provides greater detail than the previous level. • Any level can be easily and completely "rolled up” to the next higher level. • All activities that must be completed in order to complete the project are identified. Most projects will require multiple iterations of the WBS to develop a complete picture. ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
- 50. Organize the Work •Develop task descriptions in "verb-noun" form. • Group all tasks into major categories of work. Some typical methods are: • Major deliverables • Organizational responsibility • Business Function • Geographical location • Life cycle or project phases • Seek groupings of subtasks with no more than 4 to 7 items.
- 51. WBS Formats Outline Project Objective Task1.0 Task 1.1 Task 1.2 Task 1.3 Task 1.4 Task 2.0 Graphical Project Objective 1.0 1.41.31.21.1 4.03.02.0 Task 3.0 Task 4.0 (As with “sticky” notes) (As with scheduling tools)
- 52. Top-down vs. Bottom-up Top-down: Work from the project objective down. Bottom-up: Have everyone brainstorm as many tasks as possible. Organize the tasks into logical groupings. Either approach (or a combination) can result in a thorough WBS. Use the approach that works best for you and your team.
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