Standard Project Management Processes
Monitoring & Controlling Processes
Planning Processes
Initiating Processes
Closing Processes
Executing Processes
PMBOK® Guide – Fourth Edition, p. 40
Foundation ConceptsModule Name
2
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Sample Project Life Cycle
Define
Design & Plan
Develop
Implement
Closeout
Across the Project Life Cycle
Initiating Process Group G Level of Process Interaction Planning Process Group G Executing Process Group G Monitoring and Control Process Group P G Closing Process Group G
Start
Define
Time
Design & Plan Develop Adapted from Figure 3-2, Implement PMBOK®
Finish
Closeout
Guide – Fourth Edition, p. 41
Foundation ConceptsModule Name
3
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Organizational Framework
Organizational Influences
Major types of organizations:
Corporations Government agencies Healthcare institutions Professional associations
Major influences on project performance:
Organizational culture, style and structure Degree of project management maturity Type / quality of project management systems
Foundation ConceptsModule Name
4
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Organizational Systems
Project‐based organizations
Derive revenue from projects performed under
contracts
Have systems in place to support project
management
Non project‐based Non project based
Project management systems are not in place Operations or manufacturing environment Projects initiated as needed
The Project Management Office (PMO)
Centralizes and coordinates the management of those projects under its domain May provide project management support functions
Training Software administration Standardized methods and procedures
May be involved in the selection of projects May manage the deployment of resources
PMBOK® Guide – Fourth Edition, p. 11
Foundation ConceptsModule Name
5
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Classic Organizational Structures
Classic organizational structures have the following major characteristics: h
Evolving Organizational Structures
Most contemporary organizations are generally either:
“Matrix”
Weak Balanced Strong
“Matrix”
“Projectized”
“Projectized”
Foundation ConceptsModule Name
6
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Project Managers’ Outlook Across the Range Structures grea at
Adapted from PMBOK® Guide – Fourth Edition, Table 2-1, Organizational Influences on Projects, p. 28
Outlook
tough
Functional
good
W-Matrix
B-Matrix
S-Matrix
Projectized
Structures
Before Initiating Comes Originating
Originating involves:
Identifying opportunities Analyzing business needs and justifying the
investment
Developing a formal request to proceed with
the project
It often:
Occurs prior to assignment of project manager Requires re‐examination as part of Initiating
3-14
Foundation ConceptsModule Name
7
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Originating Process Flow
INPUTS
Work Request
OUTPUTS
Requirements Overview
DECISIONS
Should it be considered?
Project Determination Should it be initiated? Project Justification
Roles and responsibilities assignments
What functions? What level of involvement?
St ffi Staffing management plan t l
What deliverables? When?
PMBOK® Guide – Fourth Edition, p. 222-225
Foundation ConceptsModule Name
8
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Staffing Management Plan
Staff acquisition Resource calendars Staff release plan Training needs
Recognition and rewards
Compliance
Safety
Staff Acquisition
General realities:
Shoot for the stars when hiring Plan with the expectation of acquiring average /
competent performers
Specific organizational structure realities: p g
Projectized: Choose the right people! Matrix: Negotiate for the right people! Functional: Motivate the right people to want to
work on your project!!
Foundation ConceptsModule Name
9
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Principles of Leadership
Encourage teamwork and participation Make sound and timely decisions Empower team members Match skills with resources
Listen effectively Give positive feedback Seek responsibility and accept accountability
Principles of Leadership
Leadership is an art:
Demonstrate vision, courage and
commitment Know yourself and your team Protect your team P t t t Treat each person as an individual Communicate effectively Emphasize long‐term productivity
Foundation ConceptsModule Name
10
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Project Stakeholders
“(P)ersons and organizations…who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project.”
PMBOK® Guide – Fourth Edition, p. 23
Project Stakeholders
Suppliers Customer End user Sponsor Champion Project Team Functional Managers Project Manager
Business analysts Technical experts User representatives Quality experts Training professionals Change agents Project administrators
Foundation ConceptsModule Name
11
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Stakeholder Identification/Assessment
Identification with Stakeholder “Stickees”
High
Requirements Prioritization
Requirements & Features Requirements Assessment
Le evel of Difficulty
Easy
Hard
?
Low
High
Importance
Success Factor: Link Requirements to Stakeholders
Stakeholder Assessment Grid Requirements Assessment
Low
Le evel of Difficulty
?
Power
Easy
Hard
?
Low
High
Low
High
Concern
Importance
Foundation ConceptsModule Name
13
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Will Requirements Change? g p yg p j Some level of change is inevitable and possibly good for the project
Coordinate changes across the entire project Minimize the number of changes
Define Change Control process
Define the Change Request Analyze Decide Update the plan & implement Review after the project
Analyzing Project Risks
Risk Severity = Probability x Impact
High
Critical
Pr robability
Low
M Medium
Low
Medium Impact
High
Foundation ConceptsModule Name
14
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Risk Response Development
Options for dealing with negative risks/opportunities:
Avoid the risk. Reduce the probability of occurrence. Reduce the impact of an occurrence. Transfer the impact of an occurrence. Accept the risk – develop a contingency plan.
Communication & The Team
Foundation ConceptsModule Name
15
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Communication – Basic Model
Encode
Message Noise
Decode
Sender
Noise
Medium
Receiver
Encode
Decode
Feedback - Message
PMBOK® Guide – Fourth Edition, p. 255
Teams
People Common goal Synergy
Foundation ConceptsModule Name
16
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Causes of Dysfunctional Teams
Power struggles Personality issues Different standards of performance Poor leadership Poor communications Unclear objectives Skill shortfalls Poor procedures Unclear roles and responsibilities
Defenses Against Dysfunction
Effective Project Communications
Stakeholder Assessment Communication Management Plan Specific communication risk management
Team Development
Defined process Collaboration focus
Foundation ConceptsModule Name
17
Introduction to Project ManagementCourse Name
IIL-IPMIIL-XXX
Communications Management Plan Elements
Stakeholder communication requirements Information to be communicated Person responsible for communication Person or groups who will receive the information Methods or technologies used to convey the information Frequency of communication Escalation process p Method for updating and refining Glossary
Adapted from PMBOK® Guide – Fourth Edition, p. 257
Engineering a Healthy Team
1. 1 2. 3. 4. 5. 6. 7. 8. 9.
Define the mission Define and negotiate roles Define how decisions are made and conflicts are resolved Agree upon procedures and methods Define how meetings will be held Recognize and agree upon “norms” g g p Define performance goals Perform Evaluate performance and change as needed
Recognize that individuals may have different motivational levels.
Physiological Needs
Adapted from Abraham Maslow. Motivation and Personality: NY, NY: Harper and Brothers, 1954.
The Team Charter Model
Team vision, purpose, and values Team norms
Team member roles Resources
Org. Vision, Purpose, Values
Key Responsibility Areas and
Decision making, authority and accountability
Communication Strategies
Goals
Adapted from: K. Blanchard, E. Carew and E. Parisi-Carew, The One Minute Manager Builds High Performing Teams, HarperCollins Publishers, 1990, 2000 p. 32.
