Project Management Project Management X470 X470 UC Berkeley Extension UC Berkeley Extension Business and Management Business and Management 23 April – 21 May 2011 23 April – 21 May 2011 Saturdays 9am-4pm Saturdays 9am-4pm 425 Mission St, 8 425 Mission St, 8 th th Flr SF Campus Flr SF Campus Ray Ju Ray Ju 415.845.8880 415.845.8880 [email protected][email protected]Jennifer Russell Jennifer Russell 415.385.1749 415.385.1749 [email protected][email protected]
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Project Management X470 UC Berkeley Extension Business and Management 23 April – 21 May 2011 Saturdays 9am-4pm 425 Mission St, 8 th Flr SF Campus 425.
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AgendaAgenda• IntroductionsIntroductions• WikispaceWikispace• Class Syllabus and ScheduleClass Syllabus and Schedule• Great Wall of ExpectationsGreat Wall of Expectations• Team Final ProjectsTeam Final Projects• LunchLunch• So you want to be a Project ManagerSo you want to be a Project Manager• 77thth Inning Stretch Inning Stretch• Values and BeliefsValues and Beliefs• Wrap upWrap up
Think Team 3
IntroductionsIntroductions• Pair up with someone you don’t knowPair up with someone you don’t know• Interview each other for 12 minutesInterview each other for 12 minutes• NameName• Where were you bornWhere were you born• Who do you work for Who do you work for • What do you do thereWhat do you do there• Level of Project Management experienceLevel of Project Management experience• Favorite thing to doFavorite thing to do• Little known fact about you Little known fact about you
Think Team 4
Great Wall of ExpectationsGreat Wall of Expectations
• On a Post It Note writeOn a Post It Note write– Why you are hereWhy you are here– What are you expecting to getWhat are you expecting to get– Put it onto the wall Put it onto the wall – Walk around and read each othersWalk around and read each others– Take a 10-minute Break Take a 10-minute Break
““By the end of the decade the United By the end of the decade the United States of America will send a man to the States of America will send a man to the
moon and safely return him.”moon and safely return him.” John F. John F.
KennedyKennedy• A succinct statement about the projectA succinct statement about the project
• Delivered in 30 seconds or lessDelivered in 30 seconds or less
• Understood by all members of the project teamUnderstood by all members of the project team
• Clear focus and alignmentClear focus and alignment
• Time bound with specific conditions of satisfactionTime bound with specific conditions of satisfaction
Think Team 8
What is a project?What is a project?• TemporaryTemporary endeavor endeavor
undertaken to create a undertaken to create a uniqueunique product, service product, service or resultor result
characteristics of each characteristics of each project will be project will be progressively detailed progressively detailed as the project is better as the project is better understoodunderstood
– must be closely must be closely coordinated with project coordinated with project scope definitionscope definition
QQ
TIM
E CO
ST
SCOPE
Think Team 9
DeliverableDeliverable• Tangible, verifiable work productTangible, verifiable work product• MeasurableMeasurable• WBS Level 4WBS Level 4
Not the task but the output of the task!Not the task but the output of the task!
Think Team 10
What is Project Management?What is Project Management?• The application of The application of
knowledge, skills, knowledge, skills, tools, and tools, and techniques to project techniques to project activities to meet activities to meet project requirementsproject requirements
• PMI PM Processes: PMI PM Processes: o InitiatingInitiatingo PlanningPlanningo ExecutingExecutingo Monitoring andMonitoring and ControllingControllingo ClosingClosing
Examples:Examples:– Identifying requirementsIdentifying requirements– Managing trade-offs among scope, cost and timeManaging trade-offs among scope, cost and time– Establishing clear and achievable objectivesEstablishing clear and achievable objectives
• Effective communicationEffective communication• Influence organizationInfluence organization• LeadershipLeadership• MotivationMotivation• Negotiation and conflict Negotiation and conflict
managementmanagement• Problem solvingProblem solving• Team buildingTeam building
Think Team 12
Areas of Expertise Needed for Areas of Expertise Needed for Effective Project ManagementEffective Project Management
PMBOKPMBOK
PMBOK GuidePMBOK Guide
Interpersonal SkillsInterpersonal Skills
General ManagementGeneral ManagementKnowledge and SkillsKnowledge and Skills
Understanding the Understanding the Project EnvironmentProject Environment
Application Area Application Area Knowledge, Standards, Knowledge, Standards, RegulationsRegulations
Think Team 13
Project PhasesProject Phases
Phase 1Phase 1 Phase 2Phase 2 Phase nPhase n
• Sub-division of a project for improved management control Sub-division of a project for improved management control • Conclusion marked by a review of key deliverables (milestones) Conclusion marked by a review of key deliverables (milestones)
and project performance to date (phase-exits, stage gates, kill and project performance to date (phase-exits, stage gates, kill points)points)
• Usually takes the name of their primary deliverable Usually takes the name of their primary deliverable (requirements, design, build, test, etc…)(requirements, design, build, test, etc…)
• Sum of all project phasesSum of all project phases• Define start and end of the projectDefine start and end of the project
• Define control and approval for each phaseDefine control and approval for each phase• Define deliverables in each phase and who should be involvedDefine deliverables in each phase and who should be involved
Project Life CycleProject Life Cycle
Stage-gate Stage-gate reviewreview
Think Team 14
Fast TrackingFast Tracking- Practice of overlapping phasesPractice of overlapping phases
Product Life CycleProduct Life Cycle• Lifecycle phases of products Lifecycle phases of products
(partial agreement)(partial agreement)o Idea to Launch FrameworkIdea to Launch Framework
• DiscoveryDiscovery• ScopingScoping• Business Case DevelopmentBusiness Case Development• DevelopmentDevelopment• Testing and ValidationTesting and Validation• Launch Launch
o GrowthGrowtho MaturityMaturityo DeteriorationDeteriorationo End of lifeEnd of life
• Lifecycle phases of projects Lifecycle phases of projects (no (no need for agreement)need for agreement)
•Implementation Implementation handed-off to handed-off to operations and operations and account account managementmanagement•Training Training conductedconducted•Project Project reviewedreviewed
Think Team 18
1.1. Wild enthusiasmWild enthusiasm
2.2. DisillusionmentDisillusionment
3.3. ChaosChaos
4.4. Search for the guiltySearch for the guilty
5.5. Punishment of the innocentPunishment of the innocent
6.6. Promotion of the non-participantsPromotion of the non-participants
7.7. Define the requirementsDefine the requirements
The “7 Phases” of a Project The “7 Phases” of a Project
(From: Dr. Harold (From: Dr. Harold Kerzner)Kerzner)
Think Team 19
Project Management Body Of Project Management Body Of Knowledge GuideKnowledge Guide
PMBOKPMBOK• Totality of knowledge Totality of knowledge
within the project within the project management management professionprofession
• Consists of:Consists of:– Proven and traditional Proven and traditional
practicespractices– Innovative and emerging Innovative and emerging
practicespractices– Published and Published and
unpublished practicesunpublished practices
• Constantly evolvingConstantly evolving
PMBOK Guide (“Is”)PMBOK Guide (“Is”)
• Identify generally Identify generally recognized good recognized good practices of project practices of project management for a management for a single single projectproject
• A subset of PMBOKA subset of PMBOK
• 9 Knowledge areas9 Knowledge areas 5 5 Process groups 44 Process groups 44 ProcessesProcesses
• PMI publication updated PMI publication updated every 4 yearsevery 4 years
Think Team 20
Process Groups – Knowledge Area MappingProcess Groups – Knowledge Area Mapping
Process GroupsProcess Groups
InitiatingInitiating PlanningPlanning ExecutingExecutingMonitoring Monitoring and and ControllingControlling
ClosingClosingKnowledge Area
IntegrationIntegration 22 11 11 22 11
ScopeScope 33 22
TimeTime 55 11
CostCost 22 11
QualityQuality 11 11 11
Human ResourceHuman Resource 11 22 11
CommunicationCommunication 11 11 22
RiskRisk 55 11
ProcurementProcurement 22 22 11 11
TotalTotal 22 2121 77 1212 22
Think Team 21
PMBOK Guide “PMBOK Guide “Is NotIs Not””
• Portfolio or Program Portfolio or Program ManagementManagement
• Human FactorsHuman Factors– Conflict resolutionConflict resolution– LeadershipLeadership– Team buildingTeam building– Influencing the org.Influencing the org.– NegotiatingNegotiating– Problem solvingProblem solving
Monitoring and ControllingMonitoring and Controlling
ConstructionConstruction
ResearchResearch
SoftwareSoftwareDevelopmentDevelopment
ITITInfrastructureInfrastructure
Project life-cycle usually derived from product processes
Think Team 25
Network Migration ProjectNetwork Migration ProjectA large bank is migrating its branch and Automated Teller Machine network from a 3-tier IP network to a Multi Protocol Label Switching service provider network.
Core
Distribution
Access Branches and ATMs
Regional
Office
Data
Center
MPLS
BranchTelephony
Kiosk Video
BranchATMs
Data Center
Think Team 26
Network Migration Project Management and Product Network Migration Project Management and Product DeliverablesDeliverables
ExecutingExecuting Implementing the ‘project plan’Implementing the ‘project plan’
Monitoring and Monitoring and ControllingControlling
Monitoring, measurement, corrective Monitoring, measurement, corrective actions to keep project on trackactions to keep project on track
ClosingClosing Formal acceptance of project (or phase) Formal acceptance of project (or phase) completioncompletion
Think Team 28
Project Process Group Project Process Group Linkage Linkage
Think Team 29
Process Groups Process Groups CharacteristicsCharacteristics
• Can have overlapsCan have overlaps• Each project life cycle phase can have all Each project life cycle phase can have all
five processesfive processes
Rolling wave planningRolling wave planning – progressive – progressive detailing of the project plan that indicates detailing of the project plan that indicates iterative and ongoing nature of planning. iterative and ongoing nature of planning. Near-term deliverables identified at a low-Near-term deliverables identified at a low-level view of detail, long-term deliverables level view of detail, long-term deliverables identified at a high-level view of detailidentified at a high-level view of detail
• ProgramsPrograms – a group of related projects managed – a group of related projects managed in a coordinated way to obtain benefits and in a coordinated way to obtain benefits and control not available from managing them control not available from managing them individuallyindividually
• SubprojectsSubprojects – division of a project into more – division of a project into more manageable componentsmanageable components
• Portfolio Portfolio – a collection of projects or programs – a collection of projects or programs and other work that are grouped together to and other work that are grouped together to facilitate effective management of that work to facilitate effective management of that work to meet strategic business objectivesmeet strategic business objectives
Think Team 31
Project or Program?Project or Program?• Deliverable complexity (low or high)Deliverable complexity (low or high)• Deliverable quantity (few or many)Deliverable quantity (few or many)• Deliverable size (small or large)Deliverable size (small or large)• Number of people (few or many)Number of people (few or many)• Degree of interdependence (simple or Degree of interdependence (simple or
complex)complex)• Details of Agreements (tasks only or detailed Details of Agreements (tasks only or detailed
interfaces)interfaces)• Co-location of teams Co-location of teams
• Centralizes and coordinate the Centralizes and coordinate the management of projects under its domainmanagement of projects under its domain
• Operates on a continuum from providing Operates on a continuum from providing only project management support only project management support functions to actual direct management functions to actual direct management and responsibility for meeting project and responsibility for meeting project objectivesobjectives
• Sometimes called Center of Excellence Sometimes called Center of Excellence (COE)(COE)
Think Team 33
Project StakeholdersProject Stakeholders• Individual and organizations that are actively Individual and organizations that are actively
involved in the project, or whose interest may be involved in the project, or whose interest may be affected as a result of the projectaffected as a result of the project
• May exert influence over the project’s objectives and May exert influence over the project’s objectives and outcomesoutcomes
• Need to be identified, needs and expectations Need to be identified, needs and expectations determined, and those needs manage and influenced determined, and those needs manage and influenced to ensure a successful projectto ensure a successful project
NeedsNeeds - items required by the stakeholder to successfully - items required by the stakeholder to successfully contribute to the project (resources , roles, information…contribute to the project (resources , roles, information…))
ExpectationsExpectations - what project “success” looks like to the - what project “success” looks like to the stakeholder (Recognition, bonus, enhanced prestige…)stakeholder (Recognition, bonus, enhanced prestige…)
Can you have conflicts among stakeholders? Can you have conflicts among stakeholders? If so, how should it be resolved?If so, how should it be resolved?
Think Team 35
Stakeholder Stakeholder ManagementManagement
• Identify stakeholders.Identify stakeholders.• Assess their knowledge and skills.Assess their knowledge and skills.• Analyze project to make sure their needs and Analyze project to make sure their needs and
expectations will be met.expectations will be met.• Get and keep them involved in the project.Get and keep them involved in the project.• Get their sign-off and formal acceptance.Get their sign-off and formal acceptance.
Customer satisfaction requires Customer satisfaction requires careful and accurate needs and careful and accurate needs and
expectations analysis.expectations analysis.
Think Team 36
Organizational Organizational SystemSystem
• Project basedProject based (driven) - work is characterized (driven) - work is characterized through projects, with each project as a through projects, with each project as a separate cost center having its own P&L separate cost center having its own P&L statement (ex. construction, aerospace) statement (ex. construction, aerospace)
• Non-project basedNon-project based (driven) - projects exist to (driven) - projects exist to support product or functional lines, P&L support product or functional lines, P&L measured on vertical or functional lines, measured on vertical or functional lines, priority given to revenue producing priority given to revenue producing functional line activitiesfunctional line activities
Team Work SummaryTeam Work Summary• Team FormationTeam Formation• Team CharterTeam Charter• Project ProposalProject Proposal• Project LifecycleProject Lifecycle• Case StudyCase Study• Stakeholder AnalysisStakeholder Analysis
(Templates in PM Workbook)(Templates in PM Workbook)