Principals of PM PowerPoint_Class1

5/19/2018 Principals of PM PowerPoint_Class1

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Principles of

Project Management

An foundation course to project management terms and practices

Bellevue College 2013

Class # 1


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ABOUT THE INSTRUCTOR


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Bill Dow, PMP

23 years in information technology

22 in Project Management

8 years at Microsoft, 10 running large PMOs Instructor of Project Management, currently teaching at

Bellevue College, and has taught in other Colleges in

British Columbia & Ontario, Canada

Strong passion for Project Management, PMOs & ProjectManagement Methodologies.

Author of two Project Management books and severalProject Management articles.

Bill Dow, PMP:

Author of The Tactical Guidefor Building a PMO and co-

author of Project Management

Communications Bible


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Class Introductions

This is the time to tell us about yourself

Tell us the following: Your Name

Current Position

What you want from the course?

Is there any burning questions you have

around Project Management that you wantanswered for this class?


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Class Introductions Class Involvement

Engaged?:

Risk?:

Care about the Content?:

10

10

10


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Class Introductions

Engaged?:

Risk?:

Care about the Content?:

Rate your Class Involvement

On a piece of paper write your involvement based on

these 3 questions from 1 to 10.


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Class Logistics Housekeeping:

Phones, Breaks, Restrooms, Snacks, etc.

Assignments: In-class and Homework

Team members should swap email and phone #so you can communicate outside of the class.

For lively discussions tell us about yourexperiences it will be fun and make the class abetter experience.

Use the Google Group to communicate amongyour class members and instructor.

Note: Failure to not do homework could result in not getting your certificate


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Principles of Project Management

Project Planning and Scheduling

MS Project for Project Managers

Managing Project Communication & Team Dynamics Project Execution, Monitor and Controlling

Principles of Requirements Management

Project Resource Management

Project Process Development & Improvement Project Management Practicum

12 Hours of Electives

*See our website for a current, comprehensive list of electives.

Bellevue College Project

Management Certificate Program



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Divide the room into separate teams into

even groups Name your team

Introduce yourself to other members of

the group Pick a class project It can be anything,but whatever it is, we will be doingexercises towards it throughout the class.

Note: In the 2

nd

class you w ill be creating a stakeholder list, so start thinking

about different types of stakeholders you will have on your project in the 3

rd

class you will be documenting 3 new requirements for this project, so

consider that in the project you pick.

First Exercise Form Teams


5 mins for this exercise!


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Describe the key concepts and terminology utilizedby the Project Management Institute (PMI).

Identify the purpose, benefits, and key projectoutputs for each of the project managementprocess groups (initiation, planning, execution,monitor and controlling, and closing).

Course Objectives



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Use key tools and techniques to help initiate aproject successfully.

Identify the common project managementorganization designs, influences and authoritylevels that a project manager must navigate whenmanaging a project.

Course Objectives



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Todays Training Agenda

PMIs five ProjectManagementProcess Groups

and the ten ProjectManagementKnowledgeAreas

Describe the keyconcepts andterminology

utilized by theProjectManagementInstitute (PMI)


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Objective 1

Describe the key concepts and

terminology utilized by the

Project Management Institute

(PMI)



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Publishes and updates A Guide to the Project Management Body ofKnowledge (PMBOK

Guide)

Largest PM-certifying body in the world

Bellevue College is a PMI

Registered Education Provider

PMI - Puget Sound Chapter

www.pmi.org www.pugetsoundpmi.org

PMI

Today

http://www.pmi.org/http://www.pugetsoundpmi.org/http://www.pugetsoundpmi.org/http://www.pmi.org/


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Recognized globally for Project Management standards

Certified Associate in Project Management (CAPM):

Project Management Professional (PMP)

and other certifications

Each certification exam requires passing a rigorous test

Depending on Experience Any PMI credential is a good

credential to have

Criteria often changes check the PMI website for the latestchanges that will impact you.

Project Management

Certifications

Each certification exam requires passing a rigorous test



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PMBOK

Guide

A temporary effort, with a definite beginning and end

Produces unique result, which is non-recurring

Progressive elaboration more and more detail added

Others

Goal-oriented & interrelated work that produces deliverables

Has customers and work plan, consumes resources, incurs costs(cost, schedule)

Has expectations & specific objectives (performance)

Involves several departments/functions

What is a Project? Definitions



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A

systematic

way to obtain project success.

Applies a disciplined process to identify and achieve:

Why: purposes, drivers, opportunities

What: objectives, scope

When: timeframe, schedule How: technology, marketing, engineering

Who: program manager, team, stakeholders

Where: target market

How much: budget

How well: measurable criteria

What-if: risk, contingency

What is Project Management?



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Defines the vision, requirements, and scope

Determines the work, resources, and schedule

Manages work to successful completion

The Project Management Process



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Project Management

A temporary effortwith definite beginning and end.

Produces unique resultnon-recurring.

Progressive elaborationmore and more detail added.

General Management

On-going with no clearly defined beginning and end states.

Customer driven

Repeatable

Organization driven

Project Management vs. other types of

management?



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Organizational Project Management

Project Programs Portfolios

Scope

Defined objectives Large scope Organizational scope

Change

Expect change & keep itmanaged

Change from inside andoutside the program

Broader environment

Planning

High-level information High-level plans to guidedetails at component level

Communication relative tothe aggregate portfolio

Management

Meet project objectives Provide vision Manage and coordinate staffor program and project

Success

Measured by product, quality,timeliness and budget

Measured by satisfies theneeds and benefits

Measured in terms ofperformance and benefits

Monitoring

Monitor the work Monitor progress Monitor strategically

Comparative Overview of Project,

Program, & Portfolio Management


Go to Table 1-1 PMBOK, fifth edition, pg. 8


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Managing shared resources

Identifying and developing project management methodology, bestpractices, and standards.

Coaching, mentoring, training and oversight.

Monitoring compliance management standards, policies, proceduresand templates.

Developing and managing project policies, procedures, templates

and other shared documents.

Coordinating communication across projects

Primary function of a PMO :

Project Management Office



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What are Life Cycle Phases?


A phaseis a group of logically related activities producinga deliverable, result, or service that is needed for the nextphase.

The PMBOKGuide refers to process groups that can be

easily translated into phases: (PMI Standard)

InitiatingPlanning

Execution & Control

Closing

The phase depicts the timing of major tasks over the life ofa project. While usually completed sequentially, phasescan overlap (e.g., fast tracking).


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Project Life Cycle:Deliverables and Level of Effort

TasksBudgetsResources

SchedulesRisksStaffing

Source SelectionSolicitationEarned ValueChange ManagementQuality Management

LessonsLearned

Dispositionof Resources

GoalsSpecifications

ResponsibilitiesTeams

LOW

HIGH

Initiating Planning Executing, Monitoring & Controlling Closing

Typical Life Cycle Phases

Communication



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Projects are all about the work we do onetime. Whether its designing an aircraft,building a bakery display case, or creating a

business logo, every project produces anoutcome and every project has a beginningand end.

Verzuh pg. 3

Project vs. Operations



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Skill Check 1: Part A


Quiz 1: multiple choice

10 minutes for students to complete


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Break



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Role of the Project Manager


Responsibilities &

Competencies

Knowledge

Performance

Personal

Interpersonal Skills

Leadership

Teambuilding

MotivationCommunication

Influencing

Decision Making

Political & cultural awareness

Negotiations

Trust buildingConflict Management

Coaching


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1. Project Assessment by understanding the endproduct/service/result and business case.

2. Develop and present the project plan, in order to obtain approvalto execute the project.

3. Implement the quality management plan.

4. Maximize team performances through leading, mentoring,training, and motivating team members.

5. Manage change to the project scope, schedule, costs via integratedChange Control.

6. Measure project performance and communicate results to thestakeholders.

7. Close the project by obtain financial, legal and administrativeclosure.

What are the most important

functions of a Project Manager?



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Goals & objectives are properly set & accepted (SMART) Resources are available

Work is performed according to the plan

Intermediate results move toward the original goal

Stakeholders are kept abreast of project progress and expectedcompletion

Original goal is still desired

Plan is adjusted to provide guideline for achieving the desired goal

Team is motivated

A Project Manager Ensures That



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Market demand

Solving a business need

At the request of a customer Advances in technology

New laws and regulations

Ecological impacts

Social need

Projects are

typically

initiated as a

result of one or

more of the

following:

Why do projects get initiated?


PMBOK (fifth ed.), pg 69


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Top ten reasons for project failure

64% of project fail according to a 2012 PMI survey

PMI received wisdom points to the following:- Lack of user involvement

- Poorly defined requirements- Unrealistic timescales or resources- Scope creep- Poorly defined project roles and responsibilities- Inadequate change control- Poor testing- Ineffective project manager- Poor team dynamics & communication- Stakeholder conflict

Top reasons project fail


64% of projects fail according to a 2012 PMI survey

T 9 C f P j F il


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Top 9 Causes for Project Failure

1. Poor Communication

2. Insufficient resource planning

3. Unrealistic schedules

4. Poor project requirements

5. Lack of stakeholders buy-in6. Undefined success/closure criteria

7. Unrealistic budgets

8. Insufficient or no risk planning

9. Lack of control/change process

28.0%

18%

13.2%

9.8%

6.7%

5.2%

4.8%

4.4%

4.3%

Survey Results

Oth P j t F il S '


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Other Project Failure Survey's

Penn State University Study

Lack of corporate leadership

Poorly communicated deliverables and

goals

Team-related weaknesses Poor project management

Deviation from schedule or budget

Notice that there is no mention of technical

limits

Research from University of Karlsruhe

Poor project management

Uncontrolled soft factors

Absence of change management

Oth P j t F il S '


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Other Project Failure Survey's


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Skill Check 1: Part B

1. What makes a project manager an effective leader?

2. What makes a project manager an ineffective or poorleader?

3. What skills does a PM need?

4. What is the role of the PM?


Gather into your teams Take Post-It Note Pad and Write Technical on top of Paper and stick on wall. Take second Post-It Note Pad and Write Social/Personal on top of Paper and

stick on wall.

Be prepared to share with class


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Break



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Objective 2

Identify the project management

processes for the five Project

Management Process Groups and the

ten Project Management Knowledge

Areas



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TQM Total Quality Management by Edward Deming

Demings Plan-Do-Act-Check


PDAC Video
http://www.youtube.com/watch?v=947wRN72Wg0http://www.youtube.com/watch?v=947wRN72Wg0


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What do you think of the video?

Like it? Valuable? Not Valuable?

What is the most valuable lesson you learned from the

video?

The check phase, is there a certain amount of time that

should past before you check the progress?

What is the purpose of the Act phase of this process?


Demings Plan-Do-Act-Check

Video Discussion


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Initiating Planning Executing

Monitoring

and

Controlling

Closing

Project Management Process Groups


Go together


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PMIs 1 Project Management

Knowledge Areas


Which knowledge area is the hardest and most important to manage?


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The Project Management Process(Initiation and Planning)

EARNED VALUE

MANAGEMENT

CHANGE / CONFIGURATION

CONTROL

SCOPE

Performance

CHARTER

(Authority)

Project

Boundaries

Vision

Goal

PROJECT

NEED

WBS

(Work Breakdown Structure)

Tasks

ResourcesDurationsPriorities

Budgets

BAC

(Budget atcompletion)

Applies Calendar dates

for scheduling

Establishes Project

Baseline

PROJECT SCHEDULENETWORK

(A Scheduling Tool)

Project Duration

SlackCritical Path

PROJECT EXECUTION

MONITORING AND CONTROL

TEAM BUILDING

PROJECT CLOSURE

RISK & ISSUE

MANAGEMENT

COMMUNICATION QUALITY MANAGEMENT

http://www.nist.gov/public_affairs/releases/baldrige_recipients2009.htmlhttp://www.nist.gov/public_affairs/releases/baldrige_recipients2009.html


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The Project Management Process(Execution, Control, Closing)

EARNED VALUE

MANAGEMENT

CHANGE / CONFIGURATION

CONTROL

BAC


Applies Calendar dates

for scheduling

Establishes Project

Baseline

PROJECT SCHEDULE

TEAM BUILDING

RISK & ISSUE

MANAGEMENTCOMMUNICATION QUALITY MANAGEMENT

EARNED VALUE MGMTCV = EV-AC

SV = EV-PV

CPI = EV/AC

SPI = EV/PV

MANAGE

CONTRACTS

BAC


PROJECT SCHEDULE

TODAY

EV

AC PV

EAC

MANAGE

PROJECT

CLOSEOUTENSURE CUSTOMER

SATISFACTION

DELIVER FINAL

PROJECT

PROCUREMENTRFI

RFQ

RFP

SELECT

http://www.nist.gov/public_affairs/releases/baldrige_recipients2009.htmlhttp://www.nist.gov/public_affairs/releases/baldrige_recipients2009.html


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Charter

Project Management Plan

Scope Statement

Requirements Traceability Matrix

Scope Baseline

Requirements Management Plan

Schedule Management Plan Scope Management Plan

Cost Management Plan

Cost Performance Baseline

Change Management Plan

Human Resource Plan

Risk Management Plan Process Improvement Plan

Project Performance Baseline

Quality Management Plan

Procurement Management Plan

Schedule

WBS

Issue Register

Stake Holder Register

Quality Matrix

Quality Check List Performance Reports

Team Agreement

Risk Register

Resource Calendar

Contracts

Resource Breakdown Structure RACI

RAM

Introduction to some of the

Project Management Deliverables



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Students break into groups of 4 people

Each group grab a deck of projectmanagement process cards

In small groups, place the process cardunder the correct process group.

Use the PMBOK to discuss where each

process card would go among the membersof your group.

Exercise Identify Project

Management Planning Deliverables

Flash Cards



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Quiz 2: Multiple choice and fill in the blanks

10 minutes for students to complete

Skill Check 2



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Class Summary

1. Project Management Profession is taking off andproject managers are becoming more and morevaluable in the execution and controlling of aproject.

2. PMI is the industry leader for project managementguides, processes and recognized around theworld.

3. Follow the PLAN-DO-CHECK-ACT Process whenpossible.

4. PMI has 5 lifecycle processes and 10 knowledgeareas that are applicable to any type of project.


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Read Chapters 1,2 and 3 of the 5th

editionof the PBMOK

Read Chapters 1 & 2 of Eric Verzhuhs FastForward MBA in Project Management

Bring in one concept area that you hadlearned in your reading and be prepared toshare at the start of next class.

Homework

Principals of PM PowerPoint_Class1

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