introduction to project managementhr.fullerton.edu/.../ubi277_presentation_s12.pdf · the project...

Introduction to Project ManagementUniversity Business Institute

Amir DabirianVice President for Information Technology/CIO

March 21st, 2012

Th M M thThe Man MonthMen and months areMen and months are interchangeable commodities onlycommodities only when a task can be partitioned amongpartitioned among many workers with no communicationno communication among them

Th M M hThe Man Month

Time versus number of workers is anof workers is an unpartitionable task.

Th M M hThe Man MonthTime versus the number of workers is aTime versus the number of workers is a partitionable task requiring communication

The Man MonthTime versus the number of workers is aTime versus the number of workers is a

partitionable task requiring complex communication

Wh t i P j t M t?What is Project Management?

Project management is the discipline of planning, organizing, securing, and managing resources to achieve specific goalsresources to achieve specific goals.

A project is a temporary endeavor with aA project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added al ebeneficial change or added value.

Project Management

8

Components of a Project

Scope

Budget

Deliverablesp

S h d l

Deliverables

I dSchedule Resources Issues and RiskCommunication

What is Missing?

10

What is Missing?

Scope

Budget

Deliverables

Constraints!

p

S h d l

Deliverables

I dSchedule Resources Issues and RiskCommunication

Change Management!

11

Change Management!

Project Management OverviewWhy Projects Fail Why Projects SucceedVision and goals not defined Vision, objectives and scope well

Project Management Overview

defined and approvedCustomer/end users not engaged Strong sponsorshipLack of accountability Risk is managedInsufficient team skills Project plan is realistic, achievable and

approvedFailure to manage risk Scope (change) is managedg p ( g ) gUncertain dependencies Good stakeholder communicationResource competition Competent Project ManagerScope changes Project management methodologyScope changes Project management methodologyLack of good communicationUnrealistic deadlines

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Critical Success FactorsCritical Success Factors• Decision-Making Process

– A well-defined decision-making process will minimize a number of issues related to scope, efficiency, and productivity throughout the project implementation cycle.

• Project Scope– Scope defines what needs to be delivered by the project, and a

changing scope means the project will have difficulty in achieving g g p p j y gproject goals.

• TeamworkProject teams are assembled by bringing together staff from the– Project teams are assembled by bringing together staff from the existing organization, new hires, and possible external consultants and they need to work together for a common goal.

Critical Success FactorsCritical Success Factors• Change Management

– It is up to the project manager to communicate the importance and significance of the project to the entire organization, top to bottom, through effective communication and training.

• Implementation Team and Executive TeamThe program manager and project manager are critical to a– The program manager and project manager are critical to a successful implementation.

– Executive management support and commitment throughout the project is essentialproject is essential.

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

Project LeadershipProject Leadership• To be successful, the PMO must manage the risks

involved in a project implementationinvolved in a project implementation.

• PMO will likely need to monitor or address the following d i j t i l t tiduring a project implementation

– Project start-up (Hiring the right staff and initial setup)

– Interaction or goals between technical and functional staff

– Commitment of senior management for the length of the project

St ff d f i l lt t t– Staff and professional consultant turnover

– Second guessing project decisions

– Passive–aggressive staff and users

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 15

Passive aggressive staff and users

Spiral model

17

Project Management Life Cycle and MethodologyExecute the Project

Project Management Life Cycle and Methodology

Controlthe Project

3

Plan the Project

j

Project Management M th d l

2

4

Cl

Methodology

5

Initiate the Project

Close the Project

1

Project

18

Project Management Life Cycle andProject Management Life Cycle and Methodology

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Project Lifecycle Activity LevelsProject Lifecycle – Activity Levels

Executing

LevelOfActivity Planning

ecu gProcesses

PlanningProcesses

InitiatingProcesses

Controlling Processes

ClosingProcesses

Retired

Time

Retired


2

3

4


1 Project Request

1

5

1• Request description

• SponsorInitiate the Project

• Business justification

• Primary stakeholdersy

• High level cost estimates

• Identify project size or categoryDetermine the y p j g y

• Small/Medium/LargeFollowing

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2

3

4


1

Project CharterA i f l j

1

5

1 • Appropriate for large projects

• Project objectives

Initiate the Project

• High level project deliverables

• High level constraints and iassumptions

• High level cross functional impactsDetermine the

• High level resource needs

• Approved Charter authorizes the j

Following

project22


2

3

4

j g y gy

Project Schedule• Developed with the team and SMEs2

1

5

• Developed with the team and SMEs

• Work Breakdown Structure (WBS)

• Tasks and durations defined and

2

• Tasks and durations defined and sequenced

• Predecessors identified

Plan the Project

• Predecessors identified

• Resources assigned to tasks

• Critical path• Critical path

• Approved by sponsor

Baseline• Baseline

23


2

3

4

j g y gy

Gantt Chart2

1

5

2

Plan the Project

24


2

3

4

j g y gy Pert(Program (or Project) Evaluation and

Review Technique) Chart2

1

5

2

Plan the Project

25


2

3

4

j g y gy

Other Planning Activities• Project management tools and2

1

5

• Project management tools and infrastructure

• Stakeholder communication plan

2

Stakeholder communication plan

• Scope change management

• Deliverables acceptance

Plan the Project

p

• Issues management

• Risks and cross functional impactsp

• Work estimates and project plan development

• Project Kick‐Off Meeting26


2

3

4

j g y gy

Use the project plan to manage the j t3

1

5project

Conduct regular status meetings

Create & distribute regular status reports

3

Create & distribute regular status reports

Track planned vs actual and update project plan

Execute the Project

project plan

Keep the project plan current

Track and escalate issues and risksTrack and escalate issues and risks

Quality assurance

Track Lessons Learned

27


2

3

4

4

j g y gy

1

5

4

Control the Project

28


2

3

4 Ensure appropriate approvals of d li bl4

j g y gy

1

5deliverables occur

Conduct performance review h k i t ( lit ti b d t

4

checkpoints (quality, time, budget, lessons learned)

Take required corrective action

Control the Project

Take required corrective action

Issue change requests

M k h d dj t th b li Make changes and adjust the baseline

Implement contingency plans

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2

3

4 Distribute final status report5


1

5 Collect and compile lessons learned from team

5

Facilitate a Post Project Review Meeting

E i fi l

Closethe Project

Ensure appropriate final acceptance approvals occur

Fi li j t d t ti d Finalize project documentation and file in project archives

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Core Project Management DeliverablesCore Project Management DeliverablesProcess DeliverableI iti t P j t R tInitiate Project Request

Project CharterPlan Project Scope

Project ScheduleProject ScheduleProject Organization ChartCommunications Plan

Execute Status Reportsecute Status epo tsMeeting SummariesIssue Log

Control Contingency PlansChange RequestsPerformance Review Checkpoints

Close Lessons LearnedP t P j t R i

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Post Project Review

Core Project Management Deliverables

• Project Status Meetings


– Schedule at regular intervals– Have a clear meeting objective– Distribute agenda and document ahead of timeDistribute agenda and document ahead of time– Capture key discussion, decisions, issues, risks,

and action itemsFacilitate discussion keep to agenda; take off– Facilitate discussion – keep to agenda; take off-line where appropriate

– Parking lotBrainstorm– Brainstorm

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C P j t M t D li bl

• Effective Project Meetings


– PMO is in charge– Are all of the key participants present? If not, follow

up is necessaryup is necessary– Record, status and review Action Items– Capture and track issuesCapture and track issues– Recap Next Steps. Confirm owners and due dates.– Schedule and facilitate off-line meetings to resolve

complex issues– Publish minutes and actions quickly

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Tracking Project Progress

• Status meeting

Tracking Project Progress

Status meeting• Update project schedule• Issues tracking and escalationIssues tracking and escalation• Status reporting• Risk management and contingency plan• Risk management and contingency plan• Leading teams• Time management tips• Time management tips

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Project Infrastructure and Tools

• Define during Planning

Project Infrastructure and Tools

Define during Planning– Meeting schedule and calendar– Templates, logosp g– Contact list– SharePoint or other project site/document repository– Listservs, distribution lists– Team training

35

ffEffective Project Management Applications

• MS Projectj– Project Plan

• Excel• Word• Project Disk Repository

Communication tools• Communication tools– Project Website– Email Account– Collaboration – Facebook/Twitter– YoutubeYoutube– Web Conferencing

QUESTIONS

introduction to project managementhr.fullerton.edu/.../ubi277_presentation_s12.pdf · the project...

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