dsn 103: project management
DESCRIPTION
DSN 103: Project Management. Clifford A. Keenan, PMP, MAS, MSS. Course review. Agenda. Chapters 1-13 review. What is a Project?. Temp endeavor to create a unique product, service, or result Can also last for centuries (monuments, ie. Sitting Bull, etc…) - PowerPoint PPT PresentationTRANSCRIPT
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
COURSE REVIEW
Agenda
Chapters 1-13 review
What is a Project? Temp endeavor to create a unique
product, service, or result Can also last for centuries (monuments, ie.
Sitting Bull, etc…) Unique in location, function (office buildings…)
Does end when objectives are reached or project termination
Termination reasons: Objectives cannot be met Project does not exist Sponsor closes it
Relationships: PTS, PgMs, Proj
Portfolio: Collection of projects, programs, subportfolios and operations managed as a group to achieve strategic goals
Program: Projects, subprograms, managed in a coordinated manner to support the portfolio
Project: Usually single goal
What is Project Management?
“…the application of knowledge, skills, tools, and techniques to protect activities to meet the project requirements.” (PMBOK)
47 logically grouped PM processes Five process groups:
Initiating Planning Executing Monitoring and Controlling Closing
What is Project Management?
Factors change? Others will follow… Ie. Crashing
The heart: PM Plan Iterative Progressively elaborated throughout project’s
life cycle “…continuously improving a plan (detailing) as
more detailed info (estimates) become available.”
Project Management Office (PMO)
Three types: Supportive: consults with templates, lessons
learned (Org process assets). (Project repository)
Controlling: (Moderate) Directive: Directly managing projects. (High)
PMO projects may not be related (SPAWAR)
Acts as integral stakeholder/key decision maker
Can deploy resources
PM, Ops Mgmt, Org Strategy Operations Management: Day-to-day
business operations Production Manufacturing Accounting Software support Maintenance
Projects can change business strategies Projects need PM knowledge Ops need business knowledge
Project Manager responsibilities/competencies
Responsibilities: Satisfy needs of Task, Team, and Individuals Link between team and strategy
Competencies: Knowledge – PM Performance – What is able to be
accomplished Personal – behavior, attitudes, character,
leadership
Project Manager Interpersonal Skills
Leadership Team Building Motivation Communication Influencing Decision Making Cultural Awareness Trust Conflict Management
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 2:
ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Organizational Structures
Project Lifecycle
• Different from Product life cycle• Project dependent
Project Lifecycle
• Change at the start is easiest/cheapest• Risk is greatest at the start
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 3:
PROJECT MANAGEMENT PROCESSES
PM Process Interaction
Knowledge Areas
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 4:
PROJECT INTEGRATION MANAGEMENT
Develop Project Charter
Develop
Project Charter
Develop Project Management Plan
”…process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.”
Key: Central document defining the basis of all project work
Develop Project Management Plan
Direct and Manage Project Work Leading and performing work
defined in the _______________ and implementing approved changes
KEY: Overall project management
Direct and Manage Project Work
Direct and Manage Project Work
Impact of changes: Corrective action: Intentional action to
bring it back to center Preventive action: Ensures future
performance is assured Defect repair: Modifying a nonconforming
product or component
Monitor and Control Project Work
Monitor and
Control Project Work
Data Flow
Perform Integrated Change Control
Perform Integrated Change Control “process of reviewing all change requests;
approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition”
Perform Integrated Change Control
Close Project or Phase
Finalizing all activities from all PM processes to formally complete project or phase
Key: Lessons learned, work ends, org assets released
Close Project or Phase
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 5:PROJECT SCOPE MANAGEMENT
Project Scope Management
Project Scope Management
Collect Requirements
“…process of determining, documenting, managing stakeholder needs and requirements to meet project objectives.”
Key: Basis for defining and managing the project scope which is includes the product scope
Collect Requirements
Define Scope
“…process of developing a detail description of the project and product.”
Key: Describes product, services, boundaries by defining which requirements are included/excluded from project scope.
Define Scope
Create WBS
“…process of subdividing project deliverables and project work into smaller, more manageable components.”
Key: structured vision of deliverables
Create WBS
Validate Scope
“…formalizing acceptance of the completed project deliverables.”
Key: Brings objectivity to acceptance process Customer conducts this Differs from QC in that this is the process NOT the
product – can be performed in parallel with QC
Validate Scope
Control Scope
“…process of monitoring the status of the project and product scope and managing changes to the scope baseline.”
Key: Maintaining Scope
Control Scope
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 6:PROJECT TIME MANAGEMENT
Plan Schedule Management
“…process of establishing the policies, procedures, and documentation for planning, managing, executing, and controlling the project schedule.”
Key: guidance/direction of managing schedule
Plan Schedule Management
Define Activities
“identifying and documenting the specific actions to be performed to produce to project deliverables.”
Key: Decomposition work into lowest work packages
Define Activities
Sequence Activities
Relationships Key: logical work sequence Each should have predecessor/successor
except first and last Finish to start or start to start relationship Sequencing automatic or manual
Sequence Activities
Sequence Activities
Estimate Activity Resources
Schedule Mgmt Plan: level of accuracy/units of measure
Resource calendar: Length of Days/Shifts resources are available Skill level, location, availability are
considered
Estimate Activity Resources
Estimate Activity Durations
Est. work periods to complete ind. Activates with est. resources
Key: Activity time required feeds Develop Schedule process
Estimate Activity Durations
Develop Schedule
Analyze activity sequences, durations, resource rqmts, schedule constraints
Key: Info into scheduling tool generates schedule model with planned completion dates
Develop Schedule
Critical Path
Control Schedule
Monitoring project activities status and schedule baseline
Key: Recognize deviation requiring corrective/preventive actions minimizing risk
Control Schedule
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 7:PROJECT COST MANAGEMENT
Plan Cost Management
Policies and procedures for planning, managing, controlling project costs
Key: Guidance/direction
Plan Cost Management
Estimate Costs
Approx. monetary resources required to complete activities
Key: Cost to complete project work
Estimate Costs
Determine Budget
Aggregating all costs into baseline Key: Cost baseline established –
performance measured
Determine Budget All funds
reqd Excludes
mgmt reserves
Control Costs
Monitoring status, managing changes to cost baseline
Key: Means to recognize variance: act & minimize risk
Control Costs
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 8:PROJECT QUALITY MANAGEMENT
Plan Quality Management
ID quality requirements of deliverables Key: Guidance of how quality is managed
and validated in project
Plan Quality Management
7 basic quality tools (7QC) Tools
Cause and Effect Diagrams Flowcharts Check Sheets Pareto Diagrams Histograms Control Charts Scatter Diagrams
Cost of Quality
Perform Quality Assurance
“…auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.”
Key: Improving quality processes, not the product
Perform Quality Assurance
Process Maps Steps and branches Activities Points Branches
Control Quality
QC: Operational techniques - control QA: planning/execution - prevention
Control Quality
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 9:
PROJECT HUMAN RESOURCE MANAGEMENT
Plan Human Resource Management
Identifying project roles, responsibilities, required skills, relationships, creating a staffing plan
Key: Est. project roles/responsibilities Org. charts, staff management plan and timetable
Plan Human Resource Management
Acquire Project Team
Confirming HR availability Key: Outlining and guiding team
selection Responsibility assigned
Acquire Project Team
Develop Project Team
Improve competencies Team member interaction Environment Key: Improved teamwork, skills, motivated
employees reduced turnover rates, improved performance
Develop Project Team
Manage Project Team
Tracking team performance Providing feedback Resolving issues Managing team changes
Manage Project Team
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 10:
PROJECT COMMUNICATIONS MANAGEMENT
Plan Communications Management
Planning an approach for project comms Key: Identifies and documents most
effective and efficient ways to push/pull info
Plan Communications Management
Manage Communications
Create, retrieve, store, distribute info Key: Enables effective and efficient info to
pass
Manage Communications
Control Communications
Monitoring and Controlling comms Key: Optimal info flows to stakeholders and all
participation participants
Control Communications
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSSCHAPTER 11:
PROJECT RISK MANAGEMENT
Plan Risk Management
Objective: Increase positive, decrease negative events from occurring
Risks are uncertain events which cause the above
Plan Risk Management
Identify Risks
Identify Risk
Perform Qualitative Risk Analysis
“Prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.”
Key: PMs decrease level of uncertainty
Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis
RM Plan: roles/responsibilities, budget, activities, categories, definitions of risks, P/I matrix, risk tolerances
If not available, then might be with the Quantitative Risk process
Perform Quantitative Risk Analysis
Numerical analyzing of risk Key: Info supports decision-making reasoning “Potentially and substantially impacting the project’s
competing demands.” Total effect of Risks checked!
Perform Quantitative Risk Analysis
Plan Risk Responses
Option development countering risks (threats) and capitalize on opportunities
Key: Risks mitigated
Plan Risk Responses
Control Risks
Implementing Risk response plans, tracking/monitoring risks, ID new risks, evaluate risk process effectiveness
Key: Efficiency improves, risk minimized
Control Risks
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 12:PROJECT PROCUREMENT MANAGEMENT
Plan Procurement Management
Documenting decisions, determining approach, and ID potential sellers
Key: Determines outside support – if required – what, when, how, how much support
Plan Procurement Management
Conduct Procurements
Obtain seller responses, seller selection, contract award
Key: Alignment of stakeholder expectation through established agreements
Conduct Procurements
Control Procurements
“Managing procurement relationships, monitoring contract performance, and making changes and corrections to contract as appropriate.”
Key: Seller/Buyer performance meet contractual requirements
Control Procurements
Close Procurements
Process of completing each procurement Key: Agreements documented as reference
Close Procurements
DSN 103: PROJECT MANAGEMENT
Clifford A. Keenan, PMP, MAS, MSS
CHAPTER 13:PROJECT STAKEHOLDER MANAGEMENT
ID Stakeholders
Key: PM can ID the correct focus for each stakeholder
ID Stakeholders
Plan Stakeholder Management
Mgmt strategy: Iterative process Key: Clear, actionable plan to interact
with stakeholders
Plan Stakeholder Management
Manage Stakeholder Engagement
Meeting stakeholders expectations, address issues: Comm heavy!
Key: PM can increase support and min resistance: thus increasing projects success
Manage Stakeholder Engagement
Control Stakeholder Engagement
Monitoring and adjusting stakeholder strategy
Key: Keep or increase effective/efficient stakeholder engagement activities
Control Stakeholder Engagement
Questions?