2. INTRODUCTION TO PM Kanabar/warburton Overview of project management and how it fits with programs, portfolios, organizations and operations.

2. INTRODUCTION TO PM

Kanabar/warburton

Overview of project management and how it fits with programs, portfolios, organizations and operations.

Objectives2-2

Introduce terms: project, program, operation, sub-project and portfolio

Identify industry trends fueling the demand for project management skills

Identify responsibilities, roles, and skills required of project managers

Identify project phases and life cycles Explain how the five process groups

and nine knowledge areas of project management can be organized into five groups

Philosophy

“There are no dumb questions”

“Opinions welcome”

“Question everything”

“Backed up by data”

Philosophy

See oneDo one

Teach one

You take some training

Small groups of 3 - 5

Then you go back to the office!

PMIIntroduction toIntroduction toThe Project Management Institute

Growth in Market for Project Management & PM Education15 May 2006 Boston University USA

John H. Cable, RA, PMPDirector, Project Management ProgramA. James Clark School of EngineeringChairman, GAC Board

Outline Growth in interest in Project

Management

Growth in PM education

Global Accreditation Center

Discussion

1969

55

The Kitchen The Kitchen YearsYears

220,000?220,000?

Another key factor emerged in the late 80s

Inexpensive, easy to use, and powerful computers

Then something entirely new happened…

THE INTERNET

1996 PMBOK® Guide coincides with uptake of the Internet

Growth of the PMP had a slightly different trigger…

10,000

180,000

Y 2 K

Growth was further accelerated in the late 90s by a little something called…

Emergence of the Chinese Economy

Global Outsourcing

Multinational Teams

Global Communications

Globalization

And some other stuff…

So…when will this end?

PMI estimates 16.5 million project managers worldwide

13.86 Million

8.25 Million

2.64 Million

0.41 Million

Laggards

Early Adopters

Innovators

Theory of Diffusion of Innovation

Everett Rogers

16.5 Million

Late Majority

Early Majority

72%61%

4%3%

9%9% 15%

27%

% PMI Members% PMPs

PM is the hottest topic in Education

BU is in the lead

PM Credentials are worth $$$$

PMI Certification (PMBOK) Project Management Professional (PMP)

pmi.org

Discussion

PMP Certification

Project Managers

Have to be successful every time!

The Fundamental Tension

• Project Manager (PM)

• Technical Director (TD)

Responsible for the product

Responsible for milestones, deliverables, & schedule

Controls the $$$$$

Interfaces to the Customer

The Fundamental Tension

There is always a PM and a TD(you just have to look)

Who has what power?

Clues:

Who whines?

The Fundamental Tension

Construction Project:Site Foreman controls the staffing, the schedule, delivering within budget.

Where is the TD?

The Architect

The Fundamental Tension

Movie:

Who controls staffing, schedule, and everything else?

Who controls the Money?The Producer

Who wins all the battles?

Who whines?

The “Fundamental Tension” Assignment

Describe a PM/TD Conflict in your own

experience

Who resolves the conflict:

PM -- always

PMBOK Life Cycle

Process Groups 2-28

PMBOK® Guide, 4th Edition, Figure 3-1 (modified).

Initiating(2 Process)

Planning(21 Processes)

Controlling(8 Processes)

Executing(7 Processes)

Closing(2 Processes)

Class Exercise 2-29

Students identify which project life cycle is used to manage projects at their organizations

Students will recommend life cycle.

Identify Work Place Project Life Cycles

2-30

Initiating Planning Executing Controlling Closing

4. Project Integration Management … 4.2 Project Plan

Execution …5. Project Scope

Management … … …6. Project Time

Management … …7. Project Cost

Management … …8. Project Quality

Management … 8.2 Quality Assurance …9. Project Human

Resource Management

… 9.3 Team Development

10. Project Communications Management

… 10.2 Information Distribution … …

11. Risk Project Management … …

12. Project Procurement Management

… 12.3 Solicitation

12.4 Source Selection

12.5 Contract Administration

…

Process Group

Knowledge Area

2-31

Initiating Planning Executing Controlling Closing

4. Project Integration Management

4.1 Project Plan Development

4.2 Project Plan Execution

4.3

Integrated Change Control

5. Project Scope Management … … …

6. Project Time Management … …

7. Project Cost Management … …

8. Project Quality Management … … …

9. Project Human Resource Management

… …

10. Project Communications Management

… … … …

11. Risk Project Management … …

12. Project Procurement Management

… … …

Process Group

Knowledge Area

Key Skills2-32

Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation

Benefits for Project Managers2-33

Recognition of project management as a profession

Growth opportunities Future source of company leaders High visibility of project results Building a reputation and network Transferable skills and knowledge

Challenge of Project Management

PM’s Live in Conflict

• Competition for staff• Compete with other projects for resources• Multiple Bosses• Different priorities and objectives of stakeholders

• Clients, Parent Org, Team, Public

Challenge for Project Manager

It’s your problem!

Induce?

Must induce the right people at the right time to address the right issues and make the right decisions.

The Project Manager Increased professionalism & tools Typically “Thrown into PM” Appreciation of importance Company Hierarchy vs. Projects Responsible for Outcomes without authority Projects change “Known unknowns & unknown unknowns” Trans-disciplinary Conflicts

The Project Manager’s Job

Respond to Clients Respond to Environment Identify problems (pro-active) Correct problems Build the team Conduct Trade-offs Make timely decisions Optimize the Project Lead and Manage

• Enthusiasm & despair are infectious

• Politics: naïve vs. shark

• Ethical reporting

References2-39

PMBOK 4th Edition, 2008 PMI MBA Fundamentals, Kanabar &

Warburton.