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Project Management

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Project Management Introduction Minder Chen, Ph.D. CSU Channel Islands Minder.chen_at_csuci.edu Project Manager: Pros and Cons Elaboration and Change Management Because ... – PowerPoint PPT presentation

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Title: Project Management


1
Project Management Introduction
Minder Chen, Ph.D. CSU Channel Islands Minder.chen
_at_csuci.edu
2
What Is a Project?
  • A project is a temporary endeavor undertaken to
    create a unique product, service, or result.
  • The temporary nature of projects indicates a
    definite beginning and end.
  • The end is reached when the projects objectives
    have been achieved or when the project is
    terminated because its objectives will not or
    cannot be met, or when the need for the project
    no longer exists.
  • The endeavor is undertaken by a team or an
    organization using resources (e.g., people and
    equipment), and therefore projects have a sense
    of being intentional, planned events.

http//www.pmi.org/About-Us/About-Us-What-is-Proje
ct-Management.aspx
3
What Is a Project?
An expected end date, and beginning date
Require resources and planning
  • A project is a temporary
  • endeavor undertaken to create
  • a unique product, service, or result.

Deliverables that are customized
Not commodity products
4
Examples of projects
  • Developing a new product or service
  • Effecting a change in the structure, staffing, or
    style of an organization
  • Developing or acquiring a new or modified
    information system
  • Constructing a building or infrastructure
  • Implementing a new business process or procedure.

5
Projects vs. Operational Work
  • Overlap
  • Performed by people
  • Constrained by limited resources
  • Planned, executed, and controlled
  • Differ
  • operations are ongoing and repetitive
  • projects are temporary and unique

6
Comparison of Routine Work with Projects
Operations
Projects Writing a term paper Setting up a
sales kiosk for a professional accounting
meeting Developing a supply-chain information
system Writing a new piano piece Designing an
iPod that is approximately 2 X 4 inches,
interfaces with PC, and stores 10,000 songs
Wire-tag projects for GE and Wal-Mart
Routine, Repetitive Work Taking class notes
Daily entering sales receipts into the
accounting ledger Responding to a supply-chain
request Practicing scales on the piano
Routine manufacture of an Apple iPod Attaching
tags on a manufactured product
TABLE 1.1
7
General Management Knowledge and Skills
  • General management encompasses planning,
    organizing, staffing, executing, and controlling
    the operations of an ongoing enterprise.
  • General management provides the foundation for
    building project management skills and is often
    essential for the project manager.

8
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9
The Inner Working of Management Processes
10
Management Process in 3-D
http//www.light-maker.com/harvard_wheel.jpg From
R. Alec Mackenzie, " The Management Process in
3-D", Harvard Business Review, Nov-Dec 1969
11
Ideas
12
Things
13
People
14
People
15
Project Phases
Planning Build-Up
Implementation Close out
16
Areas of Expertise for PM
17
The PMBOK Guide Structure
  • Section I
  • The Project Management Framework, provides a
    basic structure for understanding project
    management.
  • Chapter 1, Introduction, defines key terms and
    provides an overview for the rest of the PMBOK
    Guide.
  • Chapter 2, Project Life Cycle and Organization,
    describes the environment in which projects
    operate.

18
The PMBOK Guide Structure
  • Section II
  • The Standard for Project Management of a Project,
    specifies all the project management processes
    that are used by the project team to manage a
    project
  • Chapter 3, Project Management Processes for a
    Project, describes the five required Project
    Management Process Groups for any project and
    their constituent project management processes

19
Projects Triple Constraints
  • Project managers often talk of a triple
    constraintproject scope, time and costin
    managing competing project requirements.
  • Project quality is affected by balancing these
    three factors.
  • The relationship among these factors is such that
    if any one of the three factors changes, at least
    one other factor is likely to be affected.
  • Additional Factors Customer satisfaction and
    risk

20
The PMBOK Guide Structure
  • Section III
  • The Project Management Knowledge Areas
  • Chapter 4, Project Integration Management
  • Chapter 5, Project Scope Management
  • Chapter 6, Project Time Management
  • Chapter 7, Project Cost Management
  • Chapter 8, Project Quality Management
  • Chapter 9, Project Human Resource Management
  • Chapter 10, Project Communications Management
  • Chapter 11, Project Risk Management
  • Chapter 12, Project Procurement Management

21
Project Management 5 Process Groups
  • Project management is the application of
    knowledge, skills, tools, and techniques to
    project activities to meet the project
    requirements.
  • Project management processes comprises 5 Process
    Groups
  • Initiating,
  • Planning,
  • Executing,
  • Monitoring and Controlling, and
  • Closing.

22
Project Management 9 Knowledge Areas
  • Project Integration (Process) 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

23
PM 5 Process Groups and 9 Knowledge Management
Areas
24
The Deming Cycle Continuous Quality Control
  • Plan (Create a project plan)
  • Do (Execute the project plan)
  • Check (Monitor control project execution
    against the plan)
  • Action (Revise the project plan or execution)

25
Project Management Process Groups and Knowledge
Areas Mapping
26
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27
PMBOK
  • Each Knowledge Area has further Processes.
  • There are a total of 42 processes.
  • Each process has ITTO
  • Inputs,
  • Tools and Techniques, and
  • Outputs
  • The PMBOK primarily covers each of the processes
    and it's ITTO in detail.
  • You need to understand the concepts related to
    each of the input, output and "tools and
    techniques".

28
Project Integration Management
29
Managing a Project
  • Identifying requirements,
  • Addressing the various needs, concerns, and
    expectations of the stakeholders as the project
    is planned and carried out,
  • Balancing the competing project constraints
    including, but not limited to
  • Scope,
  • Quality,
  • Schedule,
  • Budget,
  • Resources, and
  • Risk.

Source PMBOK 4
30
The Technical and Socio-Cultural Dimensions
of the Project Management Process
31
Personality Characteristics and Successful
Project Management Work
(Task)
http//www.maxwideman.com/papers/profiles/general.
htm
32
Interpersonal Skills
  • Effective communication The exchange of
    information.
  • Influencing the organization The ability to get
    things done.
  • Leadership Developing a vision and strategy,
    and motivating people to achieve that vision and
    strategy .
  • Motivation Energizing people to achieve high
    levels of performance and to overcome barriers to
    change
  • Negotiation and conflict management Conferring
    with others to come to terms with them or to
    reach an agreement
  • Problem solving The combination of problem
    definition, alternatives identification and
    analysis, and decision-making.

33
Technical Knowledge
  • It is important to realize that a project manager
    can successfully manage a project whether or not
    he has relevant technical knowledgeObviously,
    technical knowledge is preferred.
  • Project managers are generalists with many skills
    in their repertoire. They are also problem
    solvers who wear many hats. Project managers
    might indeed possess technical skills, but
    technical skills are not a prerequisite for
    sound project management skills. Your project
    team should include a few technical experts, and
    these are the people whom the project manager
    will rely on for technical details.

34
Project Manager Pros and Cons
35
Elaboration and Change Management
  • Because of the potential for change, the project
    management plan is iterative and goes through
    progressive elaboration throughout the projects
    life cycle.
  • The project manager should not simply accept all
    changes as valid rather, the project manager
    should evaluate how those changes affect the
    other aspects of the project.

36
Progressive Elaboration
  • Progressive elaboration means developing in
    steps, and continuing by increments.
  • For example, the project scope will be broadly
    described early in the project and made more
    explicit and detailed as the project team
    develops a better and more complete understanding
    of the objectives and deliverables.

37
Project vs. Program
38
Portfolio
  • A portfolio refers to a collection of projects or
    programs and other work that are grouped together
    to facilitate effective management of that work
    to meet strategic business objectives. The
    projects or programs of the portfolio may not
    necessarily be interdependent or directly
    related.
  • Portfolio management refers to the centralized
    management of one or more portfolios, which
    includes identifying, prioritizing, authorizing,
    managing, and controlling projects, programs, and
    other related work, to achieve specific strategic
    business objectives. Portfolio management focuses
    on ensuring that projects and programs are
    reviewed to prioritize resource allocation, and
    that the management of the portfolio is
    consistent
  • with and aligned to organizational strategies.

39
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40
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41
Project Management Office (PMO)
  • A project management office (PMO) is an
    organizational body or entity assigned various
    responsibilities related to the centralized and
    coordinated management of those projects under
    its domain. The responsibilities of a PMO can
    range from providing project management support
    functions to actually being responsible for the
    direct management of a project.
  • Managing shared resources across all projects
    administered by the PMO
  • Identifying and developing project management
    methodology, best practices, and standards
  • Coaching, mentoring, training, and oversight
  • Monitoring compliance with project management
    standards, policies, procedures, and templates
    via project audits
  • Developing and managing project policies,
    procedures, templates, and other shared
    documentation (organizational process assets)
    and
  • Coordinating communication across projects.

42
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