Project management skills

A Framework for
Project Management
The Project Management Institute
Education Department

2Copyright © 1999 Project Management Institute, Inc. All Rights Reserved.
Related materials:
 ProjectManager88.info/free-ebook-52-secrets-to-be-professional-
project-manager
 ProjectManager88.info/free-257-project-management-templates
 ProjectManager88.info/free-ebook-62-tips-to-improve-project-
effectiveness

Welcome to this seminar, A Framework for Project Management. It is designed to
provide a basic structure or model that can be helpful in thinking about, understanding,
discussing and managing projects. It will prepare you to develop more advanced skills
by applying seminar content to your position responsibilities, studying the recommended
readings in project management (see Appendix C), and in taking other seminars offered
by PMI® and educational organizations who subscribe to PMI standards of project
management.
During this seminar we ask you to focus on applying these concepts to real-world
projects through your active participation in the exercises and discussions based on your
unique experiences.We believe this learning experience can help you succeed in today’s
environment of constant change, high performance expectations, resource constraints
and global challenges.
PMI is grateful for the contributions of time, energy, and professional expertise of
many PMI members who have reviewed the material and made many suggestions to
improve its effectiveness.
Good luck on what we hope will be an enjoyable educational experience!
Welcome

Your Expectations
 What would you like to learn from this experience?
 Solution to a specific problem?
 Project management concepts/knowledge?
 Specific skills?
 Other?

Additional materials
A. Seminar Evaluation Forms
B. Exercises
C. Resources for Project Management Professional Candidates
A Framework for
Project Management Units
1. Introduction and Key Concepts 6. Controlling Projects
2. Project Life Cycle Models 7. Closing Projects
3. Initiating Projects 8. Organizational Impacts
4. Planning Projects 9. Overview of Knowledge Areas
5. Executing Projects 10. Role of the Project Manager

Unit 1: Introduction and Key Concepts
Upon completion, you will be able to …
 Define key PM concepts
 List the reasons why PM is needed
 Explain the difference between projects and operations
 Identify trends in the PM environment
 List project success and failure factors
 Identify potential benefits of PM

Key PM Concepts from the PMBOK® Guide
T h is f ig u r e is a c o n c e p t u a l v ie w o f th e s e
r e la tio n s h ip s . T h e o v e r la p s s h o w n a r e n o t p r o p o r t io n a l.
A p p li c a t io n
A r e a K n o w le d g e
a n d P r a c t ic e
G e n e r a l
M a n a g e m e n t
K n o w l e d g e
T h e P r o je c t
M a n a g e m e n t
B o d y o f K n o w le d g e
G e n e r a l ly A c c e p t e d
P r o je c t M a n a g e m e n t
K n o w l e d g e a n d P r a c t ic e

* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
Why Do We Need Project Management?*
 Exponential expansion of human knowledge
 Global demand for goods and services
 Global competition
 Above requires the use of teams versus individuals

Project and Statement of Work (SOW)
 A project is “a temporary endeavor undertaken to create a unique
product or service.”
 A SOW is a narrative description of products or services to be supplied
under contract.

Project Management
“The application of knowledge, skills, tools and techniques
to project activities in order to meet or exceed stakeholder needs
and expectations from a project.”

PM Environment
Discussion Question
 What are some trends that impact the environment
in which projects are managed today?

Accelerating Trends
 Corporate globalization
 Massive mergers and reorganizations
 Flatter organizations
 Short-term results driven

Accelerating Trends (continued)
 Team environment
 Contract PM and outsourcing
 Primacy of interpersonal skills
 Multinational projects
 Importance of cultural differences
 Dependence on technology

A Balancing Act
Schedule requirements cost
Source: William Gendron, presentation at 1998 PMI Global Forum
Business
Objective
RiskRisk
The Project
Customer
Expectation

A Balanced Project
Time Cost
Scope
Quality

Business
Objectives
Expectation and Objective Congruency
Client/Customer Expectations
Low High
Low OK
Customer wants
more than the
organization
intends to provide.
High
Business needs
more from the project
than the customer.
OK

Contrast Projects and Operations
Discussion Question
 How are “projects” different from “operations”?

Operations
 Semi-permanent charter,
organization, and goals
 Maintains status quo
 Standard product or service
 Homogeneous teams
 Ongoing
Contrast Projects and Operations
Projects
 Create own charter,
organization, and goals
 Catalyst for change
 Unique product or service
 Heterogeneous teams
 Start and end date

Exercise 1-1
PM Pitfalls and Pluses
 Looking back on projects with which you were associated, what were
the top three factors that caused serious problems?
 That created a perception of success?

Common Pitfalls
 Unclear objectives
 Lack of senior management support
 Lack of effective project integration
 Inadequate funding
 Change in business priorities
 Original assumptions invalid
 Ineffective team
 Lack of effective communication processes
 Other?

Source: NASA study, “Determination of Project Success,” 1974, by David C. Murphy, Bruce N. Baker, and Dalmar Fisher
Factors Affecting Project Success
 Coordination and relations
 Adequacy of structure and control
 Project uniqueness, importance, and public exposure
 Success criteria salience and consensus
 Competitive and budgetary pressure
 Initial over-optimism, conceptual difficulty
 Internal capabilities buildup

Potential Benefits of PM for the Organization
 Improved control
 Improved project support opportunities
 Improved performance

Potential Benefits of PM for You
 Recognition of PM as a profession
 Future source of company leaders
 High visibility of project results
 Growth opportunities
 Build your reputation and network
 Portable skills and experience

Integration Management
Cost Time
Integration
Quality

Summary
 Defined key PM concepts
 Described why PM is needed
 Explained difference between projects and operations
 Identified trends in the PM environment
 Discussed project success and failure factors
 Identified potential benefits of PM

Unit 2: Project Life Cycle Models
 List the purpose and types of project life cycle models
 Distinguish between project and product life cycle
 Define the role of phase reviews in PM
 Apply a model to a hypothetical and a real project

Key Concepts
 Project phase: “A collection of logically related project activities usually
culminating in the completion of a major deliverable.”
 Project life cycle: “Collectively the project phases are known as the
project life cycle.”
 Product life cycle: The natural grouping of ideas, decisions, and actions
into product phases, from product conception to operations to product
phase-out.

Generic Cost and Staffing Life Cycle
T i m e
I n it ia l
P h a s e
F in is hS ta r t
I n t e r m e d ia te P h a s e s
( o n e o r m o r e )
F in a l
P h a s e
C o s t a n d
S t a f f in g
L e v e l

Project Life Cycle
Example Phases
Concept and
Proposal
Development
Implementation
Termination
Verification
Final PhaseIntermediate PhasesInitial Phase

Pharmaceutical Project Life Cycle Model
D r u g S o u r c in g
D is c o v e r y S c r e e n in g
P r e c lin ic a l
D e v e lo p m e n t R e g is t r a tio n ( s ) W o r k u p P o s t s u b m is s io n A c tiv it y
P a te n t P r o c e s s
S c r e e n in g
L e a d
Id e n tifie d
P r e c lin ic a l
IN D
W o r k u p
F ile
IN D
F ile
N D A P o s t r e g is tr a tio n A c tiv ity
P h a s e I
C lin ic a l
T e s ts
P h a s e II
C lin ic a l
T e s ts
P h a s e III
C lin ic a l
T e s ts
A
P
P
R
O
V
A
L
F o r m u la t io n S ta b ility
P r o c e s s D e v e lo p m e n t
M e t a b o lis m
T o x ic o lo g y
T e n P lu s Y e a r s

Construct
Spiral Methodology
Design
IdentifyEvaluate
Test
Evaluation
Evaluation
Risk
Analysis Business
Requirements
System
Requirements
Subsystem
Requirements
Unit
Requirements
Conceptual
Design
Logical
Design
Physical
Design
Final
Design
Proof of
Concept
First
Build
Second
Build
Final
Build
Deploy Operations and
Production Support

Importance of Phase Reviews

Requirements Review
General Design Review
Detailed Design Review
Unit Test
Proposal
Preparation
Requirements
Analysis
General Design
Detailed Design
Code and Debug

Phase Initiation Example
Detailed Design Phase
 Ensure correctness and completeness of previous phase, e.g., general
design phase
 Assess all aspects of requirements, design approach, and deliverables
 Identify and work off items
 Determine contractor rewards/payment for closing phase
 Conduct a readiness review to begin next phase, e.g., detailed design
phase
 Resource estimates and availability
 Design maturity
 Project plan review and update
 Secure stakeholder approval to proceed

Exercise 2-1
Project Life Cycle Model
 Divide a current project on which you are working into phases, name
them, and write a brief statement of purpose for each phase

Summary
 Explained the concept and purpose of project life cycles
 Defined the role of phase reviews in PM
 Described life cycle models
 Differentiated project life cycle and product life cycle
 Applied a model to hypothetical and real projects

Unit 3: Initiating Projects
 List the main functions of each PM process group
 Describe the purpose of the initiation process
 Identify its inputs and outputs, tools and techniques
 Develop a sample project charter
 Give an example of how process groups can apply to the project as a
whole or to a project phase

Process Definition
 “A series of actions people take to bring about a desired result.”
 Types of processes
 Project management processes
 Product-oriented processes
 Business-oriented processes

Process Groups
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes

Process Interactions
 Inputs
 Tools and techniques
 Outputs
 Taxonomy

Process Group Overview
T o t h e
P la n n i n g
P r o c e s s e s
( F i g u r e 3 – 5 )
I n i t i a t i n g P r o c e s s e s
5 .1
I n it ia t io n

Purpose of Initiation Process
1. To commit the organization to a project or phase
2. To set the overall solution direction
3. To define top-level project objectives
4. To secure the necessary approvals and resources
5. Validate alignment with strategic objectives
6. To assign a project manager

Process OutputInput
Tools and Techniques
1. Product description
2. Strategic plan
3. Project selection criteria
4. Historical information
“Initiation is the process of
formally recognizing that a new
project exists or that an existing
project should continue into its
next phase.”
1. Project charter
2. Project manager identified/
assigned
3. Constraints
4. Assumptions
1. Project selection methods
2. Expert judgment
Initiating Core Process—Initiation

Project Charter
“A document issued by senior management that
provides the project manager with the authority to apply
organizational resources to project activities.”

Project Charter Content
 Business need
 Project objectives
 Project deliverables
 Assumptions
 Constraints
 Key staff
 Written authorization

Exercise 3-1
Project Charter
 Using the handout, complete the sample project charter
 Assume you are the project manager
 As an example, choose an anticipated major project assignment

Sample Initiating Activities
 Negotiate, write, and refine the project charter
 Confirm how the project links to the business need
 Identify management responsibilities
 Identify geographic locations involved
 Test top-level objectives versus strategic business plans
 Make strategic procurement decisions, e.g., make, buy, or identify
qualified vendors

Key Outputs of Initiation Process
 Project charter
 Project manager identified/assigned
 Other key positions identified/assigned
 Constraints identified
 Assumptions identified

Unit 4: Planning Projects
 Describe the purposes of the planning processes
 Identify the inputs and outputs of core planning processes
 Describe the function and develop sample planning deliverables such as
a scope statement, WBS, and milestone chart
 List the major tools and techniques used in the core planning processes
 Identify the planning facilitating processes and their functions

Planning Process Group
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes

Purpose of Planning Processes
To develop a project plan that:
 Facilitates later accomplishment*
 Ensures project wide integration
 Monitors change effectively
 Provides decision support information to stakeholders
 Can be updated by iterative planning activities
* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.

C o r e P r o c e s s e s
4 .1
P r o je c t P la n
D e v e lo p m e n t
7 .3
C o s t
B u d g e tin g
6 .3
A c ti v ity
D u r a tio n
E s ti m a tin g
6 .2
A c ti v ity
S e q u e n c in g
7 .1
R e s o u r c e
P la n n i n g
5 . 3
S c o p e
D e fin itio n
6 .1
A c tiv it y
D e fin itio n
5 . 2
S c o p e
P la n n in g 6 .4
S c h e d u le
7 .2
C o s t
E s ti m a tin g
T o th e
E x e c u ti n g
P r o c e s s e s
(F ig u r e 3 – 6 )
F r o m th e
In it i a t in g
P r o c e s s e s
(F ig u r e 3 – 4 )
F r o m th e
C o n t r o lli n g
P r o c e s s e s
(F ig u r e 3 – 7 )
F a c ilita tin g P r o c e s s e s
9 .1
O r g a n iz a tio n a l
P la n n i n g
9 .2
S ta ff
A c q u is itio n
1 2 .1
P r o c u r e m e n t
P la n n in g
1 2 . 2
S o li c ita tio n
P la n n in g
8 .1
Q u a lit y
P la n n i n g
1 0 .1
C o m m u n ic a tio n s
P la n n in g
1 1 . 1
R is k
Id e n t ific a tio n
1 1 .2
R is k
Q u a n tific a tio n
1 1 . 3
R is k R e s p o n s e

Process OutputInput
2. Project charter
3. Constraints
4. Assumptions
"… the process of developing
a written scope statement as
the basis for future project
decisions including, in
particular, the criteria used to
determine if the project or
phase has been completed
successfully.”
1. Scope statement
2. Supporting detail
3. Scope management plan
1. Product analysis
2. Cost/Benefit analysis
3. Alternative identification
4. Expert judgment
Core Planning Processes
Scope Planning

Project Scope Statement Purpose
 To provide a general description of the sum of the products and services
to be provided by the project
 To develop a common understanding of project scope among
stakeholders
 May make explicit some exclusions that, based on the audience, would
be assumed to be part of the project

Exercise 4-1
Scope Statement
 Using the handout in your manual, develop a project scope statement
based on the project charter developed in the initiating process exercise

1. Work breakdown structure
templates
2. Decomposition
Process OutputInput
1. Scope statement
2. Constraints
3. Assumptions
4. Other planning outputs
“… subdividing the major
project deliverables (as
identified in the scope
statement) into smaller more
manageable components … ”
1. Work breakdown structure
Scope Definition

Work Breakdown Structure (WBS)
 “A deliverable oriented grouping of project elements which organizes
and defines the total scope of the project.
 Each descending level represents an increasingly detailed definition of a
project component.
 Project components may be products or services.”

WBS Purpose
 To define:
 Solution strategy or general approach
 Implementation tactics
 To support more accurate estimates of project duration and cost than can
be made at the project level
 To provide a basis for estimating project resources:
 Departmental or subcontractor support
 Vendors and their products
 Services
 Any other identifiable resource

A ir f r a m e E n g in e C o m m u n ic a tio n N a v ig a tio n F ir e C o n t r o l
T e s t
S e r v ic e s
M a n a g e m e n t
D a t a
D e p o t
L e v e l
D e v e lo p m e n t a l
T e s t
S u p p o r tin g
P M A c t iv it ie s F a c ilitie s
E n g in e e r in g
D a t a
I n te r m e d ia te
L e v e l M a in t e n a n c e
O p e r a t io n a l
T e s t
S y s te m s
E n g in e e r in g
M a n a g e m e n t
E q u ip m e n t
T e c h n ic a l
O r d e r s
O r g a n iz a t io n a l
L e v e l C o n s t r u c t io n M o c k - u p s
P r o je c t
M a n a g e m e n t
T r a in in g D a t a
A ir c r a f t
S y s t e m
S u p p o r t
E q u ip m e n t
F a c ilit ie s
T e s t a n d
E v a lu a t io n
A ir
V e h i c le
T h is W B S is illu s tr a t iv e o n ly . It is n o t in t e n d e d t o r e p r e s e n t t h e fu ll p r o je c t s c o p e o f a n y s p e c if ic
p r o je c t, n o r t o im p ly t h a t th is is th e o n ly w a y to o r g a n iz e a W B S o n th is t y p e o f p r o je c t .

Pro je c t M a n a g e m e n t P ro je c t M a n a g e m e n t
D e s ig n C o n s tru c tio n
W a s te W a te r
T re a tm e n t P la n t
T h is W B S is illu s t ra t iv e o n ly . It is n o t in t e n d e d t o re p re s e n t t h e fu ll p ro je c t s c o p e o f a n y s p e c ific
p ro je c t , n o r t o im p ly t h a t t h is is th e o n ly w a y t o o rg a n ize a W B S o n t h is ty p e o f p ro je c t.
C iv il D ra w in g s H e a d w o rk s
A rc h it e c t u ra l D ra w in g s A e ra t io n B a s in
S t ru c t u ra l D ra w in g s Efflu e n t P u m p in g S ta t io n
M e c h a n ic a l D ra w in g s A ir H a n d lin g B u ild in g
H V A C D ra w in g s S lu d g e B u ild in g
P lu m b in g D ra w in g s
In s t ru m e n ta t io n D ra w in g s
Ele c t ric a l D ra w in g s
La t e r
P h a s e s
Ea rlie r
P h a s e s

Validate Your WBS
 All major elements been identified at top level?
 Decomposed into measurable components?
 Lower level(s) items necessary? All inclusive?
 Would stakeholders agree WBS is satisfactory?
 Can elements be scheduled, budgeted, and assigned to a unit that will
accept responsibility?
 Too much or too little visibility and control ?
 Can status reports be generated at all levels?

Using the WBS to Estimate Cost
 Project manager establishes work requirements by defining the
 What—“shalls” and “wills”
 When—sequence
 Why—dependencies
 Functional managers estimate cost by determining
 How—equipment and methods
 Who—type and level of expertise
 Where—location, department

Exercise 4-2
Work Breakdown Structure
 Using “Post-it® Notes,” construct a WBS for your project or subproject
 Apply the WBS validation criteria
 Discuss any learning or insights with a classmate, including any learning
from applying the WBS test criteria

Process OutputInput
1. WBS
2. Scope statement
4. Constraints
5. Assumptions
“Identifying the specific
activities that must be
performed to produce the
various project deliverables.”
1. Activity list
3. WBS updates
1. Decomposition
2. Templates
Activity Definition

Process OutputInput
1. Activity list
3. External dependencies
4. Mandatory dependencies
5. Discretionary dependencies
6. Constraints
7. Assumptions
“… identifying and
documenting interactivity
dependencies.”
1. Project network
2. Activity list updates
1. Precedence diagramming
method
2. Arrow diagramming method
3. Conditional diagramming
method
4. Network templates
Activity Sequencing

Precedence Diagramming Method
C
F
A
D
B
E
S t a r t F in i s h

Process OutputInput
1. Activity lists
2. Constraints
3. Assumptions
4. Resource requirements
5. Resource capabilities
6. Resource information
“… assessing the number of
work periods likely to be
needed to complete each
identified activity.”
1. Activity duration
2. Basis of estimates
3. Activity list updates
1. Expert judgment
2. Analogous estimating
3. Simulation
Activity Duration Estimating

Schedule Purpose
 Converts the project plan to an operating plan that is the basic tool for
controlling project activities
Benefits of a realistic schedule?

Benefits of a Realistic Schedule
 Framework for managing critical project activities
 Determines planned start and completion dates
 Identifies activity and task precedence relationships
 Aids project team in defining critical communication content
 Specifies times when staff must be available
 No surprises
 Other?

Key Scheduling Definitions
 Network
 Network techniques
 Path
 Node
 Arc
 Event
 Activity

Scheduling Techniques
Activity on Arrow Example
S t a r t A
D
B
E
C
F F in is h

Work
Activity 2
Set up
Activity 1
Finish
Activity 3
Result 1 Result 2 Result 3
Network Techniques
AOA Example
 Activities specified on arrows
 Also called arrow diagramming method (ADM)
 Nodes show relationship

Activity on Node
 Activity on node network format
 Arrows show precedence relationships
 Nodes show activities
 3 types of precedence relationships
 Activity on node 1—successor but no predecessor
 Activity on node 2—predecessor and successor
 Activity on node 3—predecessor but no successor

Task BTask A
Precedence Relationships
Finish to Start
The “from” activity Task A must finish before
the “to” activity Task B can start

Start to Start
The direction of the arrow defines
which task is the predecessor and
which is the successor.
Tasks A and B may start at the same
time, but the successor (B) cannot start
until the predecessor (A) begins.
Task B
Task A

Finish to Finish
Tasks A and B may end at the same
time, but the successor (B) cannot
finish until the predecessor (A) finishes
Task B
Task A

Start to Finish
Task A must start before Task B can
finish (seldom used).
Task B
Task A

PDM Example
Diverging-Converging Activities
Diverging Activities
Multiple predecessors
with single successor
Single predecessor with
multiple successors
Paint Ceiling
Prep
Paint Trim
Clean-up
Paint Walls
(2nd coat)
Paint Walls
Converging Activities

Forward Pass Definitions
 Early Start Date (ES)
 Earliest possible point in time an activity can start, based on the
network logic and any schedule constraints
 Duration (DU)
 Number of work periods, excluding holidays or other nonworking
periods, required to complete the activity; expressed as workdays
or workweeks
 Early Finish Date (EF)
 Earliest possible time the activity can finish
 Forward Pass
 Starting at the beginning (left) of the network develop early start
and early finish dates for each task, progressing to end (right-most
box) of the network

Forward Pass Calculation
EF = ES + DU – 1
DU = 4
Paint Walls
DU = 3
Paint Ceiling
DU = 2
Paint Trim
DU = 2
Paint Walls (2nd Coat)
DU = 2
Prep
DU = 2
Clean-up
1 2
3 4
3 5
3 6 7 8
9 10
DU
Task
Float
ES
LS
EF
LF

Name Duration ES EF
Prep 2 1 2
Paint Trim 2 3 4
Paint Ceiling 3 3 5
Paint Walls 4 3 6
Paint Walls (2nd Coat) 2 7 8
Clean-up 2 9 10
Task Identification
Forward Pass

Backward Pass Definitions
 Late Start Date (LS)
 Latest point in time that an activity may begin without delaying that
activity’s successor
 If the activity is on the critical path, the project end date will be
affected
 Float or Slack
 Latest point in time a task may be delayed from its earliest start date
without delaying the project finish date
 Late Finish (LF)
 Latest point in time a task may be completed without delaying that
activity’s successor
 If the activity is on the critical path, the project end date will be
affected
 Backward Pass
 Calculate late start and late finish dates by starting at project
completion, using finish times and working backwards

Backward Pass Calculation

Name Duration ES EF LS LF Float
Prep 2 1 2 1 2 0
Paint Trim 2 3 4 7 8 4
Paint Ceiling 3 3 5 6 8 3
Paint Walls 4 3 6 3 6 0
Paint Walls (2nd Coat) 2 7 8 7 8 0
Clean-up 2 9 10 9 10 0
Task Identification
Forward and Backward Passes

Bar/Gantt Chart
A c t iv it y A
A c t iv it y B
A c t iv it y C
A c t iv it y D
J u n
T im e
J u l A u g S e p O c t N o v
T h e r e a r e m a n y o t h e r a c c e p t a b le w a y s t o d is p la y p r o je c t in f o r m a t io n o n a b a r c h a r t.

Process OutputInput
1. Project network diagram
2. Activity duration estimates
4. Resource pool description
5. Calendars
6. Constraints
7. Assumptions
8. Leads and lags
“… determining start
and finish dates for
project activities.”
1. Project schedule
3. Schedule management plan
updates
1. Mathematical analysis
2. Duration compression
3. Simulation
4. Resource leveling heuristics
5. Project management
software
Schedule Development

Key Scheduling Concepts
 Master schedule
 Crashing
 Hanger
 Workaround
 Schedule variance

Milestone Chart
E v e n t
S u b c o n t r a c ts S ig n e d
S p e c ific a t io n s F in a liz e d
D e s ig n R e v ie w e d
S u b s y s te m T e s t e d
F ir s t U n it D e liv e r e d
P r o d u c tio n P la n C o m p le t e d
F e bJ a n M a r
D a ta
D a te
M a y J u n J u l A u gA p r
T h e r e a r e m a n y o t h e r a c c e p ta b le w a y s t o d is p la y p r o je c t in f o r m a t io n o n a m ile s t o n e c h a r t .

Exercise 4-3
Project Milestones
 Identify the major milestones in your project

Process OutputInput
1. WBS
3. Scope statement
4. Resource pool description
5. Organizational policies
“… determining what
physical resources
(people, equipment,
materials) and what
quantities of each should
be used to perform
project activities.”
1. Expert judgment
2. Alternatives identification
Resource Planning

Process OutputInput
1. WBS
3. Resource rates
4. Activity duration estimates
6. Chart of accounts
“… developing an
approximation (estimate of the
costs of the resources needed
to complete project activities.”
1. Cost estimates
3. Cost management plan
2. Parametric modeling
3. Bottom-up estimating
4. Computerized tools
Cost Estimating

Process OutputInput
1. Cost estimates
2. WBS
3. Project schedule
“… allocating the overall cost
estimates to individual work
items in order to establish a
cost baseline for measuring
project performance.”
1. Cost baseline
2. Parametric modeling
3. Bottom-up estimating
4. Computerized tools
Cost Budgeting

Process OutputInput
1. Other planning outputs
4. Constraints
5. Assumptions
“… taking the results of other
planning processes and
putting them into a consistent,
coherent document.”
1. Project plan
1. Project planning
methodology
2. Stakeholder’s skills and
knowledge
information systems
Project Plan Development

Facilitating Planning Processes
 Quality planning
 Communications planning
 Organizational planning
 Procurement planning
 Solicitation planning
 Staff acquisition
 Risk identification
 Risk quantification
 Risk response development

Sample Planning Activities
 Subdividing deliverables into manageable components
 Allocating overall cost estimate to individual work items
 Identifying the specific activities people must perform to produce the
project deliverables
 Identifying the sequence and duration of activities
 Determining project roles and responsibilities
 Other?

Key Outputs of Planning Processes
The Project Plan
 Schedules  Cost management plan
 Budgets  Cost baseline
 Risk management plan Scope statement
 Quality plan  Work breakdown structure
 Staffing plan  Plan updates
 Procurement plan  Resource requirements
 Schedule management plan  Communications plan

Unit 5: Executing Projects
 Describe the purposes of the executing processes
 Identify the inputs and outputs of its core processes
 List the major tools and techniques

Executing Processes
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes

Purpose
 To coordinate, integrate, and manage all resources
Why?
 in order to achieve the project objectives
How?
 by carrying out the letter and intent of the project plan
While
 responding to change and mitigating risks

E x e c u tin g P ro c e s s e s
T o th e
C o n tro llin g
P ro c e s s e s
(F ig u re 3 – 7 )
F ro m th e
P la n n in g
P ro c e s s e s
(F ig u re 3 – 5 )
F ro m th e
C o n tro llin g
P ro c e s s e s
(F ig u re 3 – 7 )
F a c ilita tin g P ro c e s s e s
1 2 .3
S o lic ita tio n
1 2 .4
S o u rc e
S e le c tio n
5 .4
S c o p e
V e rific a tio n
1 2 .5
C o n tra c t
A d m in is tra tio n
1 0 .2
In fo rm a tio n
D is trib u tio n
9 .3
T e a m
8 .2
Q u a lity
A s s u ra n c e
4 .2
P ro je c t P la n
E x e c u tio n
Overview

Process OutputInput
1. Project plan
4. Corrective action
“… the primary process for
carrying out the project plan.”
1. Work results
2. Change requests
1. General management skills
2. Product skills and knowledge
3. Work authorization system
4. Status review meetings
information system
6. Organizational procedures
Core Execution Process
Project Plan Execution

Facilitating Execution Processes
 Information distribution
 Team development
 Quality assurance
 Scope verification
 Solicitation
 Source selection
 Contract administration

Sample Executing Activities
 Managing work results and requests for change
 Using tools and techniques in project plan implementation
 Building effective relationships with vendors and project team members
 Choosing from potential sellers
 Distributing status information in time for stakeholders to act
 Other?

Unit 6: Controlling Projects
 Describe the purposes of the controlling processes
 Identify the inputs and outputs of the core controlling processes
 List and define the major tools and techniques

Controlling Processes
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes

Purpose
To keep the project on track in order to achieve its objectives as outlined
in the project plan by:
 Monitoring and reporting variances
 Controlling scope changes
 Controlling schedule changes
 Controlling costs
 Controlling quality
 Responding to risks

T o th e
P la n n in g
P ro c e s s e s
(F ig u re 3 – 5 )
T o th e
C lo s in g
P ro c e s s e s
(F ig u re 3 – 8 )
F ro m th e
E x e c u tin g
P ro c e s s e s
(F ig u re 3 – 6 )
C o n tro llin g P ro c e s s e s
F a c ilita tin g P ro c e s s e s
8 .3
Q u a lity
C o n tro l
5 .5
S c o p e C h a n g e
C o n tro l
6 .5
S c h e d u le
C o n tro l
1 1 . 4
R is k R e s p o n s e
C o n tro l
7 .4
C o s t
C o n tro l
1 0 .3
P e rfo rm a n c e
R e p o rtin g
4 .3
O v e ra ll
C h a n g e C o n tro l
Overview

Process OutputInput
1. Project plan
2. Work results
3. Other project records
“… collecting and disseminating
performance information. This
includes status reporting,
progress measurements, and
forecasting.”
1. Performance reports
2. Change requests
1. Performance reviews
2. Variance analysis
3. Trend analysis
4. Earned value analysis
5. Information distribution
systems
Core Controlling Processes
Performance Reporting

Process OutputInput
Core Controlling Processes
Overall Change Control
1. Project plan
2. Performance reports
3. Change requests
1. Change control system
2. Configuration management
3. Performance measurement
4. Additional planning
information systems
1. Project plan updates
3. Lessons learned
“Overall change control is
concerned with:
(a) influencing the factors which
create change to ensure that
changes are beneficial,
(b) determining that a change
has occurred, and
(c) managing the actual change
when and as they occur.”

Facilitating Controlling Processes
 Scope change control
 Quality control
 Schedule control
 Cost control
 Risk response control

Process OutputInput
1. Risk management plan
2. Actual risk events
3. Additional risk identification
Facilitating Controlling Processes
Risk Response Control
1. Workarounds
2. Additional risk response
development
2. Updates to the risk
management plan
“… involves executing the Risk
Management Plan in order to
respond to risk events over the
course of the project.”

Key Cost Concept
Earned Value
 A method for measuring project performance
 The budgeted cost of work performed for an activity or group of activities
 Compares the planned amount of work with the accomplished amount of
work to determine if cost and scheduled performance is as planned

Controlling Activities
 Reporting status versus plan and forecasting
 Responding to changes in risk
 Completing and settling the contract, including resolving of any open items
 Identifying and reporting schedule slips
 Determining whether schedule updates require plan modifications
 Other?

Unit 7: Closing Projects
 Describe the purposes of closing processes
 Identify the inputs and outputs of the core processes
 List the major tools and techniques

Closing Processes
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes

Purpose
Formalizing acceptance of the project and bringing it to an orderly end by:
 Closing the contract
 Achieving administrative closure

Overview
C lo s in g P r o c e s s e s
1 2 .6
C o n t r a c t
C lo s e - o u t
1 0 .4
A d m in is t r a t iv e
C lo s u r e
F r o m t h e
C o n t r o llin g
P r o c e s s e s
( F ig u r e 3 – 7 )

Process OutputInput
1. Contract documentation “… involves both product
verification (was all work
completed correctly and
satisfactorily) and administrative
close-out (updating of records
to reflect final results and
archiving of such information for
future use.”
1. Contract file
2. Formal acceptance and
closure
1. Procurement audits
Core Closing Processes
Contract Close-out

Process OutputInput
1. Performance measurement
documentation
2. Documentation of the
product of the project
3. Other project records
“… verifying and documenting
project results to formalize
acceptance of the product by
the sponsor, client or
customer.”
1. Project archives
2. Formal acceptance
3. Lessons learned
1. Performance reporting
tools and techniques
Core Closing Process
Administrative Closure

Sample Closing Activities
 Ensuring a record of lessons learned is developed, documented, and
made available for future projects
 Verifying acceptance of products or services
 Collecting all required project records
 Determining if final products meet specifications
 Assessing the quality, correctness, and completeness of all formal
project acceptance documents
 Give performance appraisals and assist in the planned transfer of
personnel to other projects or positions
 Other?

Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
Communication Flow
Plans and
Updates
Status
Guidance
Changes
Direction
Start
Operations
Authorization

Exercise 7-1
Process Group Allocation
 Allocate the processes and activities to the correct process group

Questions/Opinions on Processes
 Most important processes?
 Least important?
 Missing?
 Other questions?

Units 3–7 Summary
 Identified the role of each process group
 Identified the inputs and outputs of core processes
 Listed the major tools and techniques used in core processes of each
process group
 Described facilitating processes
 Recognized and allocated processes and activities to their correct
process group

Unit 8: Organizational Impacts
 Describe how different organizational approaches can impact the
process and effectiveness of project management

HR Requirements
 PM position descriptions
 Reward system congruence
 Career paths
 Competency models
 Training and development opportunities
 Certification

Functional Organization
( B la c k b o x e s r e p r e s e n t s t a ff e n g a g e d in p r o je c t a c t iv it ie s . )
C h ie f
E x e c u t i v e
P r o je c t
C o o r d in a t io n
F u n c t io n a l
M a n a g e r
S t a f f
S t a f f
F u n c t io n a l
M a n a g e r
S t a f f
S t a f f
F u n c t io n a l
M a n a g e r
S t a f f
S t a f f

Discussion Question
 In your opinion, what advantages and potential disadvantage does
this type of organizational structure foster?

Potential Advantages
 Clear reporting relationships
 Highly specialized expertise
 Homogeneous group
 Drive for technical excellence

Potential Issues
 Project boundaries limited to discipline
 Barrier to customer influence and satisfaction
 Employee development opportunities limited
 Project manager dependent on personal influence
 Hierarchical decision and communication processes
 Overwork technical issues versus build to standard
 Fosters part-time roles

Strong Matrix
F u n c t io n a l
M a n a g e r
M a n a g e r o f
P r o je c t M a n a g e r s
S t a f f
S t a f f
S t a f f
S t a f f
S t a f f
S t a f f
S t a f f
S t a f f
S t a f f
P r o je c t M a n a g e r
F u n c t io n a l
M a n a g e r
F u n c t io n a l
M a n a g e r
P r o je c t
( B la c k b o x e s r e p r e s e n t s ta ff e n g a g e d in p r o je c t a c tiv it ie s .)
C h ie f
E x e c u t iv e

Projectized Organization
P r o j e c t
P r o je c t
M a n a g e r
S t a f f
P r o je c t
M a n a g e r
S t a f f
P r o je c t
M a n a g e r
S t a f f
S t a f f
( B la c k b o x e s r e p r e s e n t s ta ff e n g a g e d in p r o je c t a c tiv itie s .)
S t a f f S t a f f
C h ie f
E x e c u t iv e

Projectized Organization
Discussion Question
 Based on your experience, what potential advantages and disadvantage
does this type of organizational approach foster?

Project-Based Organization
Potential Advantages
 Strong project manager role
 Full-time administrative staff
 Clear accountability
 Fosters co-location
 Improved focus
 Cost and performance tracking
 Decision-making
 Customer relationships
 Common processes

Project-Based Organization
Potential Issues
 Lessening of employee’s “profession” identity
 Reduced focus on technical competence
 Leadership by the nontechnically skilled
 Focus on administrative work versus technical
 Devaluing of functional managers
 Process versus deliverable emphasis

Structure Influence on Projects

Exercise 8-1
Organizational Impacts
 If you were given authority for a day and tasked to improve project
management in your organization, what changes would you make:
 To the organization structure and delegation of responsibilities?
 To your role (no major promotions, please)?

Summary
Reviewed how organizational approaches can impact the effectiveness of
project management
 Functional organization
 Matrix organization
 Project-based organization

Unit 9: Overview of Knowledge Areas
 Identify and describe the nine knowledge areas
 Identify your current development needs and strengths
in the processes in each knowledge area

Overview of Knowledge Areas
Cost Time
Scope
Integration
Human Resources
Communications
Risk
Procurement
Quality

Project Integration Management
“A subset of project management that includes the processes required to
ensure that the various elements of the project are properly
coordinated.”
 Project plan development
 Project plan execution
 Overall change control

Proposal
Request
Proposal Phase
Requirements Analysis Phase
General Design Phase
Detailed Design Phase
Code and Debug
Overlapped phases can yield cost and
schedule benefits but add to the
integration challenge
The Integration Challenge
Software Product Development Example

Characteristics of Effective Integration
 Overlapped processes
 Effective change control and communication systems
 Reduced development time and cost
 Early and ongoing involvement of all stakeholders
 Early visibility of results
 Early problem identification and resolution
 Use all relevant expertise at earliest meaningful time

Project Scope Management
“Includes the processes required to ensure that the project includes all of
the work required, and only the work required to complete the project
successfully.”
 Initiation
 Scope planning
 Scope definition
 Scope verification
 Scope change control

Key Scope Concepts
 Configuration Management
 A mechanism to track budget, schedule variances, and deliverable
versions
 Specification
 A precise definition of a physical item, procedure, service, or result
for the purpose of purchase and/or implementation of an item or
service
 Sources of Scope Change
 Variation in government regulations
 Failure to include a required feature in the design of the product
 Customers who change their minds about the desired nature of the
deliverable

Key Scope Concepts (continued)
Work Breakdown Structure
 A deliverable-oriented grouping of process elements that organizes and
defines the total scope of the project
 Each descending level represents an increasingly detailed definition of a
project component
 Project components may be products or services

Project Time Management
 Definition
 A subset of project management that includes the processes required
to ensure timely completion of the project
 Processes
 Activity definition
 Activity sequencing
 Activity duration estimating
 Schedule development
 Schedule control

Purpose of Scheduling Processes
 Illustrates interdependence of project activities, work packages, and
work units
 Monitors and controls timing of project work
 Guides the allocation of resources
 Drives personnel availability issues and activities

Remodel Kitchen WBS
Purchase
Appliances
Purchase
Fixtures
Remodel Kitchen
Design Purchase Carpentry ElectricalLevel 1
Level 2

ID Task Name Dur
1 1 DESIGN 10d
2 1.1 SELECT DESIGNER 3d
3 1.2 CREATEPLANS 5d
4 1.3 SELECT CONTRACTOR 2d
5 2 PURCHASING 6d
6 2.1 PURCHASEAPPLIANCES 6d
7 3 CARPENTERS 15d
8 3.1 TEAROUT 3d
9 3.2 CHANGEWALLS 4d
10 3.3 INSTALL NEW CABINETS 3d
11 3.4 INSTALL SINK 1d
12 3.5 INSTALL DISHWASHER 2d
13 3.6 INSTALL FLOOR 2d
14 3.7 FINISHANDCLEANUP 1d
15 4 ELECTRICAL 3d
16 4.1 WIRING 2d
17 4.2 INSTALL LIGHTS 1d
18 5 MECHANICAL 2d
19 5.1 INSTALL PIPING 2d
20 6 READY FORDINNER 1d
-3 -2 -1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Kitchen Remodeling

Kitchen Remodeling
Forward Pass - Early Dates
ID Task Name Dur ES Date EF Date
1 DESIGN 10d
2 SELECT DESIGNER 3d
3 CREATEPLANS 5d
4 SELECT CONTRACTOR 2d
5 PURCHASING 6d
6 PURCHASEAPPLIANCES 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGEWALLS 4d
10 INSTALL NEW CABINETS 3d
11 INSTALL SINK 1d
12 INSTALL DISHWASHER 2d
13 INSTALL FLOOR 2d
14 FINISH ANDCLEANUP 1d
15 ELECTRICAL 3d
16 WIRING 2d
17 INSTALL LIGHTS 1d
18 MECHANICAL 2d
19 INSTALL PIPING 2d
20 READY FORDINNER 1d
S S M T W T F S S M T W T F S S M T W T F S S M T W T F
Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99

Kitchen Remodeling
Backward Pass - Late Dates
ID Task Name Dur LS Date LF Date
1 DESIGN 10d
3 CREATEPLANS 5d
5 PURCHASING 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGEWALLS 4d
11 INSTALL SINK 1d
13 INSTALL FLOOR 2d
14 FINISHANDCLEANUP 1d
15 ELECTRICAL 3d
16 WIRING 2d
18 MECHANICAL 2d
20 READY FORDINNER 1d
F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99 Mar

Kitchen Remodeling
Total Float
ID Task Name Dur ES Date EF Date LS Date LF Date T Float
1 DESIGN 10d
3 CREATEPLANS 5d
5 PURCHASING 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGEWALLS 4d
11 INSTALL SINK 1d
13 INSTALL FLOOR 2d
14 FINISH AND CLEANUP 1d
15 ELECTRICAL 3d
16 WIRING 2d
18 MECHANICAL 2d
20 READY FOR DINNER 1d
T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99 Ma
Total Float = Late Finish Date – Early Finish Date

Kitchen Remodeling
Summary
ID Task Name Dur ES Date EF date LS Date LF Date T Float
1 DESIGN 10d 1 10 1 10 0d
2 SELECT DESIGNER 3d 1 3 1 3 0d
3 CREATEPLANS 5d 4 8 4 8 0d
4 SELECT CONTRACTOR 2d 9 10 9 10 0d
5 PURCHASING 6d 9 14 12 17 3d
6 PURCHASEAPPLIANCES 6d 9 14 12 17 3d
7 CARPENTERS 15d 11 25 11 25 0d
8 TEAR OUT 3d 11 13 11 13 0d
9 CHANGEWALLS 4d 14 17 14 17 0d
10 INSTALL NEW CABINETS 3d 18 20 18 20 0d
11 INSTALL SINK 1d 21 21 22 22 1d
12 INSTALL DISHWASHER 2d 21 22 21 22 0d
13 INSTALL FLOOR 2d 23 24 23 24 0d
14 FINISHAND CLEANUP 1d 25 25 25 25 0d
15 ELECTRICAL 3d 18 20 20 22 2d
16 WIRING 2d 18 19 20 21 2d
17 INSTALL LIGHTS 1d 20 20 22 22 2d
18 MECHANICAL 2d 18 19 19 20 1d
19 INSTALL PIPING 2d 18 19 19 20 1d
20 READY FORDINNER 1d 26 26 26 26 0d
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Float

Project Cost Management
“… the processes required to ensure that the project is completed within
the approved budget.”
 Resource planning
 Cost estimating
 Cost budgeting
 Cost control

One Performance Measurement
 Earned Value
 Budgeted Cost of Work Performed (BCWP)
 Related Terms
 Budgeted Cost of Work Scheduled (BCWS)
 Actual Cost of Work Performed (ACWP)
 Budget at Completion (BAC)

Cumulative Status Display
Dollars
Current Date
BCWS
BAC
ACWP
BCWP
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1999 2000 2001

Variances
 Schedule Variance (SV) = BCWP – BCWS
 Cost Variance (CV) = BCWP – ACWP
 Time Variance (TV) = STWP – ATWP

What Is the SV?
Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
ACWP = $73,000
BCWS = $56,000
BCWP = $30,800 (55% completed)
Dollars
(000)
Current Date
100
90
80
70
60
50
40
30
20
10
0
Plan BCWS
Earned Value BCWP
Schedule
Variance (SV)
Actual ACWP
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1999 2000 2001

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
What Is the CV?
ACWP = $73,000
BCWS = $56,000
BCWP = $30,800
SV = $-25,200
Cost Variance (CV)
Dollars
(000)
Current Date
100
90
80
70
60
50
40
30
20
10
0
1999 2000 2001
Plan BCWS
Earned Value BCWP
Actual ACWP

What Is the Time Variance?
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
ACWP = $73,000
BCWS = $56,000
BCWP = $30,800
SV = - $25,200
CV = - $42,200
(000)
Dollars
Actual ACWP
Earned Value BCWP
Cost Variance (CV)
Plan BCWS
TV
6 mos. Delay
STWP ATWP
1999 2000 2001
100
90
80
70
60
50
40
30
20
10
0

Project Quality Management
“A subset of project management that includes the process required to
ensure that the project will satisfy the needs for which it was
undertaken.”
 Quality planning
 Quality assurance
 Quality control

Project HR Management
“… the processes required to make the most effective use of the people
involved with the project.”
 Organizational planning
 Staff acquisition
 Team development

Responsibility Chart
A B C D E F
S R A P P
S A P P
S R A I
R S A P
S P I A
...
P
P
P
P E R S O N
P H A S E
R e q u ir e m e n t s
F u n c t io n a l
D e s ig n
T e s t in g
P = P a r tic ip a n t A = A c c o u n t a b le R = R e v ie w r e q u ir e d
I = In p u t r e q u ir e d S = S ig n - o ff r e q u ir e d

Responsibility Chart Characteristics
 Work Package Level
 Components
 WBS activity
 Responsible organization
 Responsible position title or person
 Type of responsibility
 Approving authority
 Prime implementation accountability
 Support
 Notification

Exercise 9-1
Responsibility Allocation
 Using the handout in your manual, complete the responsibility matrix for
your project
 Discuss with a classmate the effectiveness of the allocation of
responsibility and authority depicted

“… the processes concerned with identifying, analyzing, and responding
to project risk.”
 Risk identification
 Risk quantification
 Risk response development
 Risk response control
Project Risk Management

Risk Decision Tree

Exercise 9-2
Risk Assessment
 Construct a risk assessment tree for a critical decision on your project
 If your original project selection does not lend itself to this exercise, feel
free to substitute another project

Project Communications Management
“… the timely and appropriate generation, collection, dissemination,
storage, and ultimate disposition of project information.”
 Communications planning
 Information distribution
 Performance reporting
 Administrative closure

Project Procurement Management
“… includes the processes required to acquire goods and services from
outside the performing organization.”
 Procurement planning
 Solicitation planning
 Solicitation
 Source selection
 Contract administration
 Contract closeout

Summary
 Identified and described the nine knowledge areas and the core
processes in each
 Allocated typical processes and activities to their appropriate knowledge
area

Unit 10: Role of the Project Manager
Identify, in your environment, the most critical project manager:
 Roles
 Responsibilities
 Interpersonal skill requirements
 Your knowledge area gaps and strengths

Project Manager Roles
 Decision-maker  Manager
 Coach  Sales person
 Communication channel  PM expert
 Encourager Facilitator
 Power broker Behavior model
 Disciplinarian Other?

Project Manager Responsibilities
 Project plan implementation
 Achievement of objectives
 Project integration
 Communications
 Stakeholder relations
 Change management system
 Priority establishment and maintenance

More Responsibilities
 Staff acquisition, retention, and motivation
 Selection and use of PM tools and techniques
 Compliance with regulations, state and federal laws, and organization
policies and procedures
 Resolving team conflicts
 Negotiating win/win solutions
 Deliver the project on time and within budget
 Other?

Skill and Knowledge Requirements
T h is f ig u r e is a c o n c e p t u a l v ie w o f th e s e
r e la tio n s h ip s . T h e o v e r la p s s h o w n a r e n o t p r o p o r t io n a l.
A p p li c a t io n
A r e a K n o w le d g e
G e n e r a l
M a n a g e m e n t
K n o w l e d g e
T h e P r o je c t
M a n a g e m e n t
B o d y o f K n o w le d g e
G e n e r a l ly A c c e p t e d
P r o je c t M a n a g e m e n t
K n o w l e d g e a n d P r a c t ic e

Competency can be defined as …
 A qualification equal to a position requirement,
or
 Capacities one must possess to perform satisfactorily in a position.

Success depends on your …
 Knowledge
 Behaviors
 Attitude
 Organizational environment
 Project environment
 Fit
 Self-knowledge and ability to adjust

One Emerging Operating Style
“We will need scroungers, tinkerers, masters of the extemporaneous,
and those who can make it happen, regardless of the rules,
the odds, or the inevitable second guess.”*
* Project Management Handbook, by David I. Cleland and William R. King

Exercise 10-1
Project Manager Interpersonal Skills
 Use the handout to assess the interpersonal skills required to manage a
project successfully in your organization; then assess your skills, and
identify skill gaps and strengths

Recognizing a Successful Project Manager
 Meets cost, schedule, technical, and mission objectives
Plus
 Attains high levels of satisfaction and perception of project success
from:
 Client
 Sponsor
 Users
 Team

Example of an Organization
Competence Assessment Tool
 CMM™ background
 Levels of Software Engineering Maturity Model
 Basic
 Repeatable
 Defined
 Managed
 Optimized

Why Reading Your Environment Is Important
Assessments reveal:
 Fit between you, the organization, and the project
 Your development needs and strengths
 PM strategies most likely to be successful
 PM strategies to be avoided
 Guide for tools and techniques selection
 Guide your performance expectations of self and others
And They:
 Influence your own management style

Exercise 10-2
PM Knowledge Needs Assessment
 Complete the exercise in your manual, and then discuss the implications
with a classmate
 Identify knowledge gaps, strengths, and possible developmental activities
including:
 Growth assignments
 Seminars
 Self-study
 Degree programs
 Other?

PM Knowledge Needs Assessment
Discussion Question
What did you learn from this exercise about:
 Yourself?
 Your project?
 Your organization?
 Your future?

A Framework for Project Management
Seminar Summary
1. Introduction and Key Concepts
2. Project Life Cycle Models
3. Initiating Projects
4. Planning Projects
5. Executing Projects
6. Controlling Projects
7. Closing Projects
8. Organizational Impacts
9. Overview of Knowledge Areas
10. Role of the Project Manager

End
 Please complete the seminar evaluation form before leaving.
 Thank you for your participation!

Project management skills

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