Part 1

Overview to Project Management

Project Management Discussion
Fundamentals of Project Management (from

PMBOK)

What is a Project?

A project is a temporary endeavor undertaken to

produce a unique product or service

Temporary

Characteristics of
Projects

Unique

Temporary Definitive beginning and end

Unique New undertaking, unfamiliar ground

Project Success

Customer Requirements
satisfied/exceeded

Completed within
allocated time frame

Completed within
allocated budget

Accepted by the
customer

Project Failure

Scope Creep

Poor Requirements
Gathering

Unrealistic planning and

scheduling

Lack of resources

What is Project Management

Project Management is the application of skills,

knowledge, tools and techniques to meet the needs
and expectations of stakeholders for a project.

The purpose of project management is prediction

and prevention.

Triple Contraint

Time

Quality

Cost

Scope

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

Key Areas of Project Management

1. SCOPE MANAGEMENT Ensuring all the appropriate work within the
project scope is completed and only the work within scope is being
conducted
2. TIME MANAGEMENT Schedule Management
3. COST MANAGEMENT How costs are controlled and incurred costs are
paid
4. QUALITY MANAGEMENT Quality Assurance Plan How quality
control is measured and satisfied
5. HUMAN RESOURCE MANAGEMENT Development of the project
team, reporting structure, resource capacity

Key Areas of Project Management

6. COMMUNICATIONS MANAGEMENT How project communications
will be handled to ensure all project stakeholders are informed
7. RISK MANAGEMENT Risk Management plan to have all project
stakeholders in agreement on how project risks will be handled (aversion,
mitigation or assumption)
8. PROCUREMENT MANAGEMENT Procurement process, contract
processes
9. INTEGRATION MANAGEMENT Integration of all areas of project
management to develop a cohesive project plan

1. Scope Management

Primarily it is the definition and control of what IS and

IS NOT included in the project.

1. Scope Management
Project Scope Management is the process to ensure that

the project is inclusive of all the work required, and only

the work required, for successful completion.
Primarily it is the definition and control of what IS and

IS NOT included in the project.

2. Time Management

includes processes required for the timely completion of

a project

processes include
1.
2.
3.
4.
5.
6.

defining activities
sequencing activities
estimating resource activities
estimating duration of activities
developing the project schedule
controlling the project schedule

3. Issue Management
Issues are restraints to accomplishing the deliverables of

the project.
Typically identified throughout the project and logged and

tracked through resolution.

Issue already impacting the cost, time or quality

Rope not thick

3. Issue Management
Issues are restraints to accomplishing the deliverables of

the project.
Issues are typically identified throughout the project and

logged and tracked through resolution.

In this section of the plan the following processes are

depicted:

Where issues will be maintained and tracked

The process for updating issues regularly
The escalation process
The vehicle by which team members can access documented issues

4. Cost Management
This process is required to ensure the project is

completed within the approved budget and includes:

Resources
people
equipment
materials
Quantities

Budget

4. Cost Management
This process is required to ensure the project is

completed within the approved budget and includes:

Resource Planning - The physical resources required

(people, equipment, materials) and what quantities are
necessary for the project

Budget
Budget estimates
 Baseline estimates
 Project Actuals


5. Quality Management
Quality Management is the process that insure the

project will meet the needs

conformance to requirements - Crosby
fitness for use - Juran
the totality of characteristics of an
entity that bear on its ability to
satisfy stated and implied need - ISO 8402:1994

5. Quality Management
Quality Management is the process that insure the

project will meet the needs via:

Quality Planning, Quality Assurance, and Quality Control

 Clearly

Defined Quality Performance Standards

 How those Quality and Performance Standards are
measured and satisfied
 How Testing and Quality Assurance Processes will
ensure standards are satisfied
 Continuous ongoing quality control

6. Communications Management
This process is necessary to ensure timely and appropriate

generation, collection, dissemination, and storage of

project information

6. Communications Management
This process is necessary to ensure timely and appropriate

generation, collection, dissemination, and storage of

project information using:

Communications planning
Information Distribution
Performance Reporting

Define the schedule for the Project Meetings, Status

Meetings and Issues Meetings to be implemented

7. Risk Management

Risk identification and mitigation strategy

Risk update and tracking
Risk POTENTIAL negative impact to project

Tree location, accessibility,

ownership

Weather

7. Risk Management

Risk identification and mitigation strategy

When\if new risks arise
Risk update and tracking

8. Procurement Management

processes to purchase/acquire the products, services or

results needed to perform the project work
includes contract management and change control
processes to administer contracts or purchase orders
processes include:
planning purchases and acquisitions
contract planning
requesting seller responses
selecting sellers
contract administration
contract closure

9. Integration Management
Define how changes to the project scope

will be executed

Formal change control is required for all of the following

1. Scope Change
2. Schedule changes
3. Technical Specification Changes
4. Training Changes

All changes require collaboration and buy in via the project

sponsors signature prior to implementation of the changes

Tea Break

12/01/2013

Continue

12/01/2013

Project Management Discussions

Project Management Discussions

People Skill
To help maintain relationships and manage performance
throughout a project
Be aware of the performance environment
Practice these skills for Project Management Discussions:

Questioning

Listening

Pinpointing

Giving Feedback

Manage involvement and participation

Project Management Discussions

The Performance Environment is the set of conditions which affect
the behavior of the performer
To help promote desirable performance

Project Management Discussions

Project Management Discussion is a conversation between the
project manager and others
To clarify or resolve issues
To set expectations or give feedback
Give/Gather information
Gain and test understanding
Determine action
Project Management Discussions are used in all phases of a project,
formally and casually

Project Management Discussions

Questioning Skills
To help gather, clarify and confirm information
Ask open questions to uncover or clarify
Ask closed questions to confirm
Questions to the Void to get more specific or more complete information

Project Management Discussions

Open Questions are questions that prompt answers in phrases or
sentences
To gather or clarify new information
Start questions with What, Where, When, How, Who, Why
Listen for many different possible answers

Project Management Discussions

Closed Questions are questions that define the possible answers by the
way they are asked
To check answers and show that you understand them
Start questions with Do, Have, Will, Can, Are, Is
Be ready for a long answer even though you expect a short one

Project Management Discussions

Questioning to the void is the set of conditions which affect the
behavior of the performer
To make issues specific and easier to work on
Ask:
Turn-around questions

Re-ask about the answer you get

Looking for the most specific answer

What else questions

Re-ask the questions in the same form

Looking for the most complete answer

The Void is when you stop making progress

Project Management Discussions

Active Listening is giving attention and providing feedback to the
speaker
To ensure clear, open communication
Establish contact
Face the speaker look at them
Give them time to talk

Ask for clarification if you need it

Acknowledge
Reflect enthusiasm or concern
Rephrase or ask confirming questions
Summarize facts and feelings

Avoid the barriers to listening

Project Management Discussions

Deep Listening is listening for feelings and commitment
To help recognize performance concerns
Use active listening to start
Listen for expressions of feeling

Tone of voice

Facial expressions

Loaded words

Test for empathy

Reflect or show your feelings
Ask closed questions to confirm

Project Management Discussions

Pinpointing is describing performance in terms of specific behavior or
results
To set clear expectations and give clear feedback
Describe the performance in observable terms
Separate and clarify
Avoid labels and other value laden words
Inferences, generalities, assumptions or judgments

Project Management Discussions

Feedback is information given to others about their performance
To support or improve performance
Spot opportunities
Look for things that have impact
Look for success as well as trouble

Pinpoint what you saw

Describe the impact
Pinpoint what you want
Test for understanding and agreement

Project Management Discussions

Project Meeting
To improve communication
To increase involvement and participation
Pinpoint your reason to meet
Choose who to involve and why
Communicate the time, place and purpose
Separate WHAT you work on from HOW you work
Keep your work visible for the group
Document and distribute results

Project Management Discussions

Project Management Software
Help to guide you to fulfil the Project Management process
Save time and effort during planning and implementation
Easy distribution to team members
Easy setting up of parameters and project rules
Gantt Chart auto creation
Choose and learn Project Management Software

General Management Skills

Leading
Communicating
Negotiating
Problem solving
Influencing the organization

Leading
Establish direction
Align people
Motivate and inspire

Communicating

Communicating

Written and oral, listening and speaking

Internal, external
Formal, informal
Vertical and horizontal
Customer orientation (listening to the customers
needs and requirements)
Choice of media
Writing Style
Presentation techniques
Meeting management

Negotiating
Conferencing with others to come to terms or reach

an agreement
Assisted negotiation

Arbitration
Mediation

Working with the customer to insure needs (project

goals) are met

Insuring customer satisfaction

Negotiation during project life

Scope, cost, and schedule objectives
Changes to scope, cost, and schedule objectives
Contract terms and conditions
Assignments
Resources

Problem Solving
Distinguish between causes and symptoms
Problems can be

Internal/external
Technical/managerial
Interpersonal

Decision making

Analysis to generate viable solutions

Can be made or obtained (e.g. from the customer)
Time relevance (too early or too late may not work)

Influencing the Organization

Ability to get things done
Understand the formal and informal structures of all the organizations
involved

The performing organization

The customer

Contractors

Etc.
Understand the politics.

politics is about getting collective action from a group of people

who may have different interests. .use of conflict and disorder
creatively.

Understand the power. the potential ability to influence behavior, to

change the course of events, to overcome resistance, get people to do
things they would not otherwise do.

Introduction to the PMBOK

Purpose of the PMBOK- identify and codify good

practices
The team decided what parts of the PMBOK
practices to use

PMBOK Defined
Identifies good practices for a project and project

manager
Even though the PMBOK is ANSI Standard the
details of every topic are not elaborated

Purpose of the PMBOK

Generally recognized practices

Provides a shared vocabulary and structure for discussion
The PMBOK is a foundational publication for reference,
preparation for certification, standardized training

Projects versus Operations

Projects

Performed by people

Constrained by limited
resources

Planned, executed and
controlled

Operations
Performed by people
Constrained by limited
resources
Planned, executed and
controlled

Temporary

Ongoing
Repetitive

Unique

What is a project?
Temporary with a beginning and end
Creates a unique product, service or result
Progressive elaboration
Done for a purpose
Has interrelated activities

Temporary

Definite beginning and end

End is reached when the project objectives have
been achieved
Market window
Ad hoc team

Unique
Something new
Size does not matter

New airliner

Bring a new drug to market
Requires progressive elaboration

Progressive
 Proceeding in steps
 Continuing

steadily in increments

Elaboration
 Worked

out with care and detail

 Developed thoroughly

The Strategic Plan and Projects

Market demand for a new product or service
Organizational effecting a change in structure,

staffing, or style of an organization

Legal requirement

Some Types of Projects

Developing or acquiring a new or modified

information system
Constructing a Building
Running a campaign for political office
Implementing a new business

Related Areas

Program:

A group of projects managed to obtain benefits not
available from managing them individually

May involve
 Ongoing operations
 Program

managers

What is project management?

Application of :

Knowledge
Skills
Tools and techniques
To project activities to meet or exceed stakeholders
expectations while using resources efficiently and effectively

Managing a project includes:

Identifying the requirements
Establishing clear and achievable objectives
Balancing the competing demands for quality,

scope, time, and cost

Adapting specifications, plans, and concerns of the
stakeholders

What is a stakeholder?
Project manager
Customer
Performing organization
Sponsor
Team
Internal/external
End user
Society, citizens

The project management team must:

Identify stakeholders
Determine their needs and expectations
Manage and influence those expectations

Meeting Stakeholders Objectives

Balancing competing demands

Scope, time, cost, and quality

Stakeholders with different needs and expectations

Identified requirements (needs) and unidentified
requirements (expectations)
PMI does not approve of gold plating
The Needs of all Stakeholders should be taken into

account on all projects

Stakeholder management is a proactive task

The project manager must identify all stakeholders

and incorporate their needs into the project

PMBOK 9 Knowledge Areas

Project Integration
Management

Project Scope
Management

Project Time
Management

Project Cost
Management

Project Quality
Management

Project Human
Resource
Management

Project
Communications
Management

Project Risk
Management

Project
Procurement
Management

Programs and Program Management

Groups of projects that can be coordinated

together to obtain financial and or other gains.

Portfolios and Portfolio Management

Projects grouped together for strategic

management

Program Management Office

Organization under which projects can be

centralized and coordinated

End of Part 1

Thank You

Lunch

12/01/2013

Part 2
Introduction to Project Life Cycle

Role of a Project Manager

Project issues
Disseminating project
information
Mitigating project risk
Quality
Managing scope
Metrics
Managing the overall work plan

Process Responsibilities

Implementing standard
processes
Establishing leadership
skills
Setting expectations
Team building
Communicator skills

People Responsibilities

9 Knowledge Areas, 5 Process Groups and 42 Processes

5 Process Groups
9 knowledge areas
1. Project Integration Mgt

Inititing

Planning

1.1 Develop Project Charter 1.2 Develop Proj Mgt Plan

Executing

Monitor & Control

1.3 Direct & Manage Project Execution 1.4 Monitor & Control Project Work 1.6 Close project / Phase
1.5 Perform Integrated Change
Control

2. Project Scope Mgt

2.1 Collect Requirement

2.2 Define Scope
2.3 Create WBS

2.4 Verify scope

2.5 Control scope

3. Project Time Mgt

3.1 Define activities

3.2 Sequence activities
3.3 Estimates activities resources
3.4 Estimates activities duration
3.5 Develop schedule

3.6 Control Schedule

4. Project Cost Mgt

4.1 Estimates Cost

4.2 Define Budget

4.3 Control Cost

5. Project Quality Mgt

6. Project HR Mgt

5.1 Plan Quality

5.2 Perform Quality Assuarance

6.1 Develop HR Plan

6.2 Aquire project team

6.3 Develop project team
6.4 Manage project team

7.2 Plan comm

7.3 Distribute information

7.5 Report Performance
7.4 Manage Stakeholder expectations

7. Project Comm Mgt

7.1 Identify Stakeholders

8. Project Risk Mgt

8.1 Plan risk mgt

8.2 Identify risk
8.3 Perform qualitative risk analysis
8.4 Perform quantitative risk analysis
8.5 Risk response

9. Project Procurement Mgt

9.1 Plan procurement

Closing

5.3 Perform Quality Control

8.6 Monitor and control risks

9.2 Conduct procurement

9.3 Administer procurement

9.4 Close procurement

Level of Activity and Overlap of Process Groups Over

Time

A typical Project Life Cycle - Example

1. Initiation
Phase

2. Planning
Phase

3.
Implementation
Phase

4.
Deployment
Phase

5. Closing
Phase

1. Initiation Phase - Activities

Main Activities
1. The earliest part of a project when the purpose and requirements
are clarified
2. Determine goals, scope and project constraints
3. Identify members and their roles
4. Define communication strategy - channels, methods, frequency
and content
5. Risk management identification and assessment
6. Define the need, Return of Investment Analysis
7. Make or Buy Decision - Contract Preparation
8. Project Kick-off
9. Confirm High-level Project Scope
10. Resources Mobilization
11. Set up Project Organization Structure

1. Initiation Phase - Deliverables

1. Project Charter
2. Preliminary Project Plan
3. Project Kick-off Presentation
4. High level Scope of Work (SOW)
5. Contract Draft
6. Project Organization Chart
7. Project Roles and Responsibilities
8. Updated Project Plan
9. Project Risk Management Plan
10.Project Communication Plan

2. Planning Phase - Activities

1. Scope Management Planning
2. Schedule Management Planning
3. Schedule Baseline Development
4. Project Risk Assessment
5. Quality Management Planning
6. Delivery Management Planning
7. Communication Management Planning
8. Project Resource Management Planning
9. Change Control Management Planning
10. Project Cost & Budgeting Planning

Work Breakdown Structure

For defining and organizing

the total scope of a project

First two levels - define a
set of planned outcomes that
collectively and exclusively
represent 100% of the project
scope.

Subsequent levels represent 100% of the scope
of their parent node

2. Planning Phase - Deliverables

1. Scope Management Plan
2. Schedule Management Plan
3. Schedule Baseline
4. Project Risk Management Plan
5. Project Risk Register
6. Quality Management Plan
7. Delivery Management Plan
8. Communication Management Plan
9. Project Resource Management Plan
10. Change Control Management Plan
11. Project Cost & Budget Documentation

3. Implementation Phase - Activities

1. Products and Services Deliveries According
To Approved Plan
2. Project Information Distribution
3. Progress Reporting
4. Project Team Development
5. Quality Assurance

3. Implementation Phase - Deliverables

1. Product Deliveries
2. Services Deliveries (installation, training, testing
activities, etc)
3. Project Communication Documentation (emails, faxes,
technical documents, minutes, etc)
4. Progress Reports
5. Invoices
6. Change Request (if any)

4. Deployment Phase - Activities

1.
2.
3.
4.
5.
6.
7.
8.

Performance Measuring and Tracking

Quality Control
Deliverables Review & Acceptance
Contract Performance Monitoring
Risk and Problems Management
Controlling Project Changes
Project Team & Resource Management
Project Stakeholders Management

4. Deployment Phase - Deliverables

1.
2.
3.
4.
5.

Schedule Progress Update

Project Issue/Problem Update
Test Result Documentation
Approved Change Request (if any)
Reviewed Documents (if any)

5. Closing Phase - Activities

1.
2.
3.
4.
5.

Stage Closure
Contract Closure
Lessons Learned Collection and Compilation
Project Closure
Project Hand-over

5. Closing Phase - Deliverables

1. Sign-off Documentation for jobs performed and Installed
Products
2. Warranty Commencement Notification of Installed
Products or Completed Services
3. Certificate Of Final Acceptance (COA)
4. Lessons Learnt Documentation

End of Part 2

12/01/2013