Project ManagementProject ManagementHow I learned to hate the clock and love the scheduleHow I learned to hate the clock and love the schedule

Portfolio / Project Management

Portfolio / Project Management

Portfolio ManagementFocus is on assessing and managing

investments (e.g., projects, programs, applications, assets, resources)

Goals: Maximize profitability or value Align efforts with organization’s initiatives

Project ManagementFocuses on Projects

Tasks, Schedules, Deliverables, Resources, Dependencies Planning, Scheduling, Executing, Monitoring and Control

Portfolio ManagementFocus is on assessing and managing

investments (e.g., projects, programs, applications, assets, resources)

Goals: Maximize profitability or value Align efforts with organization’s initiatives

Project ManagementFocuses on Projects

Tasks, Schedules, Deliverables, Resources, Dependencies Planning, Scheduling, Executing, Monitoring and Control

What is Project Management?What is Project Management?

the discipline of organizing and managing resources (e.g. people) in such a way that the project is completed within defined scope, quality, time and cost constraints

the discipline of organizing and managing resources (e.g. people) in such a way that the project is completed within defined scope, quality, time and cost constraints

- Wikipedia- Wikipedia

Project management is a set of agreements on how to do work. It is a process of planning, organizing, and managing tasks and resources to accomplish a well-defined objective.

Project management is a set of agreements on how to do work. It is a process of planning, organizing, and managing tasks and resources to accomplish a well-defined objective.

- NDOR PM Methodology- NDOR PM Methodology

Other DefinitionsOther Definitions

PMBOK- (Project Management Body of Knowledge as defined by the Project Management Institute - PMI): Project management is the application of - knowledge, skills, tools and techniques to project activities to meet project requirements.

PRINCE2-project management methodology: "The planning, monitoring and control of all aspects of the project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance.

PROJECT: A temporary piece of work with a finite end date undertaken to create a unique product or service. Projects bring form or function to ideas or needs.

DIN 69901 (Deutsches Institut für Normung - German Organization for Standardization): "Project management is the complete set of tasks, techniques, tools applied during project execution"

PMBOK- (Project Management Body of Knowledge as defined by the Project Management Institute - PMI): Project management is the application of - knowledge, skills, tools and techniques to project activities to meet project requirements.

PRINCE2-project management methodology: "The planning, monitoring and control of all aspects of the project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance.

PROJECT: A temporary piece of work with a finite end date undertaken to create a unique product or service. Projects bring form or function to ideas or needs.

DIN 69901 (Deutsches Institut für Normung - German Organization for Standardization): "Project management is the complete set of tasks, techniques, tools applied during project execution"

Why Do We Need PM?“Communication”

Why Do We Need PM?“Communication”

History of Project Management

History of Project Management

As a discipline, project management developed from different fields of application including construction, engineering, and defense. In the United States, the forefather of project management is Henry Gantt, called the father of planning and control techniques, who is famously known for his use of the "Gantt" chart as a project management tool, for being an associate of Frederick Winslow Taylor's theories of scientific management, and for his study of the work and management of Navy ship building. Mr. Gantts work is the forerunner to many modern project management tools including the work breakdown structure (WBS) and resource allocation.

As a discipline, project management developed from different fields of application including construction, engineering, and defense. In the United States, the forefather of project management is Henry Gantt, called the father of planning and control techniques, who is famously known for his use of the "Gantt" chart as a project management tool, for being an associate of Frederick Winslow Taylor's theories of scientific management, and for his study of the work and management of Navy ship building. Mr. Gantts work is the forerunner to many modern project management tools including the work breakdown structure (WBS) and resource allocation.

History ContinuedHistory Continued

US Navy & Lockheed Corporation, Polaris missile submarine program; and the "Critical Path Method" (CPM) developed in a joint venture by both DuPont Corp and Remington Rand Corp for managing plant maintenance projects.

These mathematical techniques quickly spread into many private enterprises.

US Navy & Lockheed Corporation, Polaris missile submarine program; and the "Critical Path Method" (CPM) developed in a joint venture by both DuPont Corp and Remington Rand Corp for managing plant maintenance projects.

These mathematical techniques quickly spread into many private enterprises.

History ContinuedHistory Continued

In 1969, the Project Management Institute (PMI) was formed to serve the interest of the project management industry.

The premise of PMI is that the tools and techniques of project management are common even among the widespread application of projects from the software industry to the construction industry.

In 1981, the PMI Board of Directors authorized the development of what has become A Guide to the Project Management Body of Knowledge (PMBOK Guide) “PM Bible”, containing the standards and guidelines of practice that are widely used throughout the profession.

In 1969, the Project Management Institute (PMI) was formed to serve the interest of the project management industry.

The premise of PMI is that the tools and techniques of project management are common even among the widespread application of projects from the software industry to the construction industry.

In 1981, the PMI Board of Directors authorized the development of what has become A Guide to the Project Management Body of Knowledge (PMBOK Guide) “PM Bible”, containing the standards and guidelines of practice that are widely used throughout the profession.

NDOR Methodology Sections

NDOR Methodology Sections

Project InitiationProject InitiationProject PlanningProject Planning

Project ExecutionProject Execution

Project ControlProject Control

Project ClosingProject Closing

Division Head StopNo Go

Go (Project Initiation)

Pre-ProjectEvaluation

By Originator

Project Charter & Proposal Form

ITMT

Project Planning

StopNo Go

Go

Buy - COTSWBS and Schedule

Comm. Plan

Issue Resolution

and Decision

Risk Management

Plan

Build - SDLC

Business Requirements

Project may be killed or put on hold pending further

research

Preliminary Investigation /

Estimate

Project Execution

Testing LogChange Request

Implementation Plan

Project Controlling

Project Closing

Project Acceptance

Post Implementation

Review

Lesson Learned

Obtain Signatures on

Project Charter &Proposal Form

Project InitiationProject Initiation

1. Get approval from appropriate Manager Division Head or District Engineer

1. Get approval from appropriate Manager Division Head or District Engineer

2. Project Charter created2. Project Charter created

3. Preliminary Investigation Meeting 3. Preliminary Investigation Meeting

4. Business Sponsor Approval/Prioritization4. Business Sponsor Approval/Prioritization

5. Approval by Executive Leadership ITMT – Director and Deputies

5. Approval by Executive Leadership ITMT – Director and Deputies

Project PlanningProject Planning

1. Business Requirements1. Business Requirements

2. Build Schedule2. Build Schedule

Project PlanningProject Planning

3. Build – Buy - Etc?3. Build – Buy - Etc?

4. Communication Plan4. Communication Plan

5. Issue Resolution5. Issue Resolution

Project PlanningProject Planning

6. Risk Management6. Risk Management

Project ExecutionProject Execution

1. Implementation Plan1. Implementation Plan

Project ControlProject Control

1. Milestone Acceptance1. Milestone Acceptance

2. Change Control “Beware Scope Creep”2. Change Control “Beware Scope Creep”

3. Testing3. Testing

Project ClosingProject Closing

1. Final Project Acceptance Form1. Final Project Acceptance Form

2. Post Implementation Review2. Post Implementation Review

3. Lessons Learned - Continuous Improvement3. Lessons Learned - Continuous Improvement

4. CONGRATULATIONS!4. CONGRATULATIONS!

CHANGECHANGE

-The Goal -Meeting our Customers

Needs

-The Goal -Meeting our Customers

Needs

Our aim is to become more systematic in our

planning -more efficient , effective,

not more bureaucratic

Our aim is to become more systematic in our

planning -more efficient , effective,

not more bureaucratic

-Thank You --Thank You -

Questions?Questions?