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Lecture 04dm Project Management Intro - Elements of PM

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125 views29 pages

Lecture 04dm Project Management Intro - Elements of PM

Uploaded by

martinfigueroa117
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Lecture 04

Introduction: The
Elements of Project
Management
Reference: Kerzner, PMBOK, Heagney, McCarville
Lecture Topics
• Types of Projects
• Project Life Cycle
• Stage Gate Process
• Resistance to Change

• Have you checked out the electronic version of PMBOK in


the library? Can you print pages of PMBOK?
Project Management Process Groups
Project management is accomplished through the
appropriate application and integration of the 42
logically grouped project management processes
comprising the 5 Process Groups:

• Initiating
• Planning
• Executing
• Monitoring and controlling
• Closing
Six Sigma


• Initiating • Recognize
• Planning • Define
• Executing • Measure
• Monitoring and controlling • Analyze DMAIC
• Closing • Improve
• Control
• Standardize
• Integrate
Types of Projects
There are four common categories of projects:

INDIVIDUAL PROJECTS
• Short-duration projects normally assigned to a single
individual who may be acting as a project manager and/or a
functional manager.

STAFF PROJECTS
• These projects that can be accomplished by one
organizational unit, say a department.
• Staff (or a task force) is developed from each section
involved.
• This works best when one functional unit is involved.
Types of Projects
SPECIAL PROJECTS
• Very often special projects occur which require that certain
primary functions and/or authority be assigned temporarily
to other individuals or unit.
• These work best for short-duration projects.
• Long-term projects can lead to severe conflicts.

MATRIX OR AGGREGATE PROJECTS


• These projects require specific (or specialized) input from a
large number of functional (or business) units and usually
control vast resources.
Definition of a Project Life Cycle
Initiation Planning Execution with Close
Monitor and Control

CONCEPTUAL FEASIBILITY AND DETAILED IMPLEMENTATION CONVERSION


PHASE PRELIMINARY PLANNING PHASE PHASE OR TERMINATION
PLANNING PHASE PHASE
Resources

Resources
Utilized

*PMO
PMO

Time
For many Project Management
System / Methodology / Process
implementations, the starting
point is the implementation of a
stage-gate process
Stages (Phases)
• Groups of serial or parallel activities.
– Usually based upon the risks of the project.

• Managed by cross-functional teams.

• To reach a predetermined deliverable established


by management.
Gates
• Structured decision points at the end of each stage.
– Often based on milestones, capital investments,
etc.

• Number of gates must be limited.


History
• NASA created a “phased-project-planning” concept
in the 1960’s.
• Refined and popularized by Dr.’s Robert Cooper and
Scott Edgett, 1988, as the Stage-Gate Process.
• Currently on the 3rd Generation of the Cooper/Edgett
Stage-Gate process.
• Many companies have created their own version of
the Stage-Gate Process.

Source: Dan Shunk


Stage Gate Model
• In the simplest form it consists of serial stages (phases) and
gates.
• Well defined criteria established for exiting one stage and
entering another.

Stage/Phase 1 Gate 1 Stage/Phase 2 Gate 2 Stage/Phase n Gate n

• Stage: • Gate:
– Unit of development – Business decision
– Supports the checkpoint
development of a new • Continue
product • Modify (Exception)
• Suspend (Hold)
• Go back
• Kill
Gatekeepers
• Individuals (i.e. sponsors) or groups of individuals
assigned by senior management.
– Could be senior management).

• Empowered to enforce the structured process.


– This includes change management.

• Authorized to evaluate performance and make


decisions.

• Willing to provide the team necessary technical and


business information.
Gatekeeper’s Decisions
• Proceed to next gate with the original objectives.

• Proceed to the next gate with revised objectives.

• Delay making a gate decision until further information


is obtained.

• Go back to a prior phase (or stage).

• Terminate the project.


Stage-Gate Failures
• Assigning gatekeepers and not empowering them to
make decisions.

• Assigning gatekeepers who are afraid to terminate a


project.

• Failure to provide the team with information critical to


gate reviews.

• Allowing the team to focus more on the gates than on


the stages.

• Others?
Stage Gate Process Skeptics Claim
• Bureaucratic – too much • Find ways to be more
overhead efficient, effective, and lean

• Minimal concurrent • Concurrent engineering


engineering within the stages

• Increases new product time-to- • In most cases, decreases


market time to market

• Only used in mature markets • Essential for success in most


with slow changing high technology industries
technologies

• Not flexible – stifles innovation • Innovation and product


development are separate
processes; do both!
Benefits
• Keeps management in the loop.
• Assures effective communications across the entire team.
• Reduces rework which in turn:
– Lowers product development costs.
– Improves time to market.
• Allows for effective risk management by:
– Verification
– Validation
– Qualification
• Puts the accountability of critical decisions and deviations onto
senior management.
• Assures clear and concise communications at the gates to
senior management who will decide the fate of the project.
McCarville’s Theorem on
Stage Gate Processes
• Always include a “Lessons Learned” section to the
last stage in the process with a summary in the last
gate of the process.
Mindspeed Example

Mindspeed Stage
Gate Procedure
Lantronix Example

Lantronix Stage
Gate Procedure
We must implement the methodology
People

Project
Work Management Tools
(Tasks)
Methodology

Organization
There will be resistance to change
High

Neutral

Low Sales Finance H.R. Eng. I.T.


Marketing Procurement Mfg. R&D
McCarville’s Theorem on Resistance to Change
• Really depends on what the change is.

• Also dependent on the organizational behavior, often


the same as the senior management behavior.

• The demographics of virtually all organizations:


– 25% are fully supportive of changes for improvement.
– 65% go which ever way the wind is blowing.
– 10% are the dissidents who are strongly opposed to
change, good or bad.
Change Process
Support
Support for Change

Denial
Exploration

Resistance
Resistance

Time
Types of Cultures
• Cooperative

• Non-cooperative

• Isolated (large companies)

• Fragmented (multinational)

• Others?
Assignments
• Kerzner Chapter 2 problems 2, 3, 4, 6, 10, 11.
• Team Project Title and Definition.
Additional Slides
Integrated Processes for the 21st Century
Project Management

Concurrent Total Quality


Engineering Management

Change Risk
Management Management
Integrated Processes
(Past, Present, and Future)

Yrs: 1990-2000 Current Yrs: 2000-2010


Integrated Integrated Integrated
Processes Processes Processes
•• Project
Project •• Supply
Supply chain
chain
management
management management
management
•• Total
Total quality
quality •• Business
Business
management
management processes
processes
•• Concurrent
Concurrent •• Feasibility
Feasibility
engineering
engineering studies
studies
•• Scope
Scope change
change •• Cost-benefit
Cost-benefit
management
management analyses
analyses (ROI)
(ROI)
•• Risk
Risk management
management •• Capital
Capital
budgeting
budgeting

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