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Project Management

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Project Management Planning & Organizations Minder Chen, Ph.D. CSU Channel Islands Minder.chen_at_csuci.edu – PowerPoint PPT presentation

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Date added: 4 October 2019
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Title: Project Management


1
Project Management Planning
Minder Chen, Ph.D. CSU Channel Islands Minder.chen
_at_csuci.edu
2
Project Manager is a Single Point of Contact
3
Identifying Key Players and Their Roles
Players Roles
4
Players Roles
5
Key Competencies of a Successful Project Manager
  • Long-range perspective An individual's tendency
    to consider long-term implications and
    possibilities when acting or making decisions
  • Risk-taking, venturesomeness An individual's
    tendency to try new ideas and take action in the
    face of potential risks
  • Clarification of goals An individual's ability
    to define and clarify project and individual
    goals
  • Innovation and creativity An individual's
    ability to apply imaginative thinking and
    generate original ideas and thoughts regarding
    business issues
  • Participative problem solving The extent to
    which an individual solicits and applies the
    ideas and knowledge of others in solving problems
  • Systematic thinking and planning An individual's
    ability to apply a systematic approach to
    thinking through issues and planning team and
    individual activities

6
Key Competencies of a Successful Project Manager
  • Strategic inquiry An individual's tendency to
    sort through and handle complex or conflicting
    information and to prioritize issues and
    alternatives
  • Political awareness An individual's ability to
    develop and maintain a sensitivity to personal
    and organizational relationships and to their
    ramifications for a project
  • Team member facilitation An individual's
    demonstrated ability to coach and develop project
    team members
  • Team development An individual's ability to
    develop teamwork and improve the coordinated
    functioning of project team members
  • Assertiveness An individual's tendency to assert
    himself or herself and hold to a direction he or
    she sets
  • Feedback to team members An individual's
    demonstrated ability to provide timely,
    appropriate, and accurate feedback to team members

7
Key Competencies of a Successful Project Manager
  • Relations with functional managers An assessment
    of the individual's ability to establish and
    maintain positive, constructive relationships
    with functional managers
  • Standards of performance The extent to which the
    individual clearly sets, maintains, and pursues
    high standards of performance
  • Drive The level of urgency expressed by the
    individual in pursuing work efforts
  • Goal pressure The extent to which an individual
    exerts pressure toward achieving goals note that
    excessive goal pressure can also be a negative
    trait
  • Delegation (permissiveness) An individual's
    ability to assign work appropriately to
    subordinates or team members, within the context
    of providing a consistent amount of task
    direction and guidance note that too much
    delegation without an appropriate amount of
    structure can be negative (permissiveness)
  • Recognizing performance An individual's
    demonstrated tendency to recognize the
    performance of team members in an appropriate
    manner

8
Project Boundaries
9
Planning Process Group
  • The Planning Process Group consists of those
    processes performed to establish the total scope
    of the effort, define and refine the objectives,
    and develop the course of action required to
    attain those objectives.
  • The Planning processes develop the project
    management plan and the project documents that
    will be used to carry out the project.
  • The complex nature of project management may
    require the use of repeated feedback loops for
    additional analysis. As more project information
    or characteristics are gathered and understood,
    additional planning will likely be required.

10
Planning Process Group
  • Significant changes occurring throughout the
    project life cycle trigger a need to revisit one
    or more of the planning processes and possibly
    some of the initiating processes. This
    progressive detailing of the project management
    plan is called progressive elaboration,
    indicating that planning and documentation are
    iterative and ongoing activities.
  • The project management plan and project documents
    developed as outputs from the Planning Process
    Group will explore all aspects of the scope,
    time, cost, quality, communications, human
    resources, risks, procurements, and stakeholder
    engagement.

11
Project Planning Elements
12
Planning Process Group
13
Project Constraints/Parameters
  • Balancing the competing project constraints
    including, but not limited to
  • Scope,
  • Quality,
  • Schedule,
  • Budget,
  • Resources, and
  • Risk.

14
Scope, Time, and Cost
  • Scope Management Identifying what needs to be
    done
  • Time Management Identifying how long it will
    take to do everything
  • Cost Management Identifying how much it costs to
    get things done

15
Project Triangle
Quality ? Customer Satisfaction Customer
Expectation
Features/Functionality/ Requirements/Performance
  • Resources/Money/Budget
  • People/Talents
  • Materials
  • Facilities

Schedule
http//en.wikipedia.org/wiki/Project_triangle
16
Fast - cheap - good you can have any two.
  • The first 90 of a project takes 10 of the time.
    The last 10 takes the other 90.
  • The person who says it will take the longest and
    cost the most is the only one with a clue how to
    do the job.

17
Project Trade-off
  • Scope, quality, time and cost as the four core
    target functions of project management (as viewed
    by a project sponsor) or constraints (as viewed
    by the project manager).

18
The Project Management Process
http//www.maxwideman.com/papers/framework/pmbok.h
tm
19
Combination of Aspects
  • Doing the wrong thing right is never a success,
  • but doing the right thing even half right could
    still be a winner.

http//www.maxwideman.com/papers/framework/success
.htm
20
Project Life Cycle Variables
http//www.maxwideman.com/papers/framework/variabl
es.htm
21
Approaches to Managing a Project
22
Project Planning
23
Project Lifecycle
(link)
24
Legend
25
Project Initiation
26
Project Planning
27
Project Execute Control
28
Project Close
29
Planning the Project under Triple Constraints
30
PBS vs. WBS
  • Product Breakdown Structure (PBS) what is the
    project result or product, and how should it look
    like, what are its parts?
  • We then extend the PBS into the work breakdown
    structure or WBS. Following the principle "verb
    plus object", each individual work package
    consists at least of a detailed description of
    the desired result (the "object") and what we
    have to do in order to achieve it (the "verb")

31
Object Oriented WBS vs. Phase Oriented WBS
32
Potential problems with a project can relate to
the following
  • Customer expectations
  • Customer capabilities
  • Mutual understanding of requirements
  • Scope change
  • Risk management
  • Quality
  • Inaccurate estimates
  • Ongoing support needs
  • Resource availability
  • Project startup
  • Clear roles and responsibilities
  • Management involvement
  • Change control
  • Loss of key personnel

The best solution to problems is prevention.
33
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