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Project Vs. Operations • Work Involves either operations or projects. • A Project is a temporary (Start and Stop points) endeavor undertaken to create a unique product, service or result. • A project can create • A product • A service • An improvement in the existing product or service lines • A result (document or outcome) • Examples • Developing a new product service or result • Effecting a change in the structure, process, staffing or style of an organization • Conducting a research effort whose outcome will be aptly recorded • Constructing a building, plant or infrastructure
Examples of Project • Pyramids of Giza • Olympic games • Great Wall of China • Taj Mahal • Publication of a children’s book • Panama Canal • Development of commercial jet airplanes • Polio vaccine • Human beings landing on the moon • Commercial software applications • Portable devices to use the global positioning system (GPS) • Placement of the International Space Station into Earth’s orbit
PROJECT MANAGEMENT • Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. • It is accomplished through 47 project management processes, grouped across 5 process groups • Process groups are • Initiating • Planning • Executing • Monitoring and controlling • Closing
Programs • A program is a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. • They are related based on common outcome or collective capability • Example • A new communications satellite system with projects for design of the satellite and the ground stations, the construction of each, the integration of the system, and the launch of the satellite
Project Portfolio Management • Project portfolio management refers projects, programs, sub portfolios, and operations managed as a group to achieve strategic objectives • Example • An infrastructure firm that has a strategic objective of “maximizing the return on its investments” may put together a portfolio that includes a mix of projects in oil and gas, power, water, roads and airports
Project Stakeholders • Project stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. • Stakeholders may be actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project
Project Stakeholders • Key Stakeholders • Project manager—the individual responsible for managing the project. • Customer—the individual or organization that will approve and manage the project's product, service or result. • User—the individual or organization that will use the project's product or service. • Performing organization—the enterprise whose employees are most directly involved in doing the work of the project. • Project team members—the group that is performing the work of the project. • Sponsor—the person or group who provides resources and support for the project and is accountable for enabling success • Sellers—external companies that enter into a contractual agreement to provide components or services necessary for the project • Stakeholder expectations must be carefully managed since stakeholders often have very different and conflicting objectives for the project.
Project Governance • Project governance is the alignment of the project with stakeholder’s needs or objectives • it is an oversight function that is aligned with the organization’s governance model and that encompasses the project life cycle • It fits with the larger context or portfolio, program or organization sponsoring the project • Project governance framework is used for • Making project decisions • Defining roles, responsibilities and accountabilities • Determining the effectiveness of project manager
Project Governance • Elements of Project governance framework • Project success and deliverable acceptance criteria • Project decision making process • Project life cycle approach • Process for stage gate or phase reviews • Process for review and changes to budget, scope, quality, and schedule which are beyond the authority of project manager • Process to align the internal stakeholders with project process requirements
Project Success • Since projects are temporary in nature, project success is measured in terms of completing the project within constraints (approved between project manager and senior management) of • Scope • Time • Cost • Quality • Resources • Risk • Test Period can be part of the total project time before handing over to the permanent operations • E.g. Soft launch in services
Project Team • Project team includes project manager and the group of individuals who act together in performing the work of the project to achieve its objectives. • It includes • Project manager • Project management staff • Project staff • Supporting experts • User or customer representatives • Sellers • Business partner members • Business partners • Types • Dedicated (Full time) • Part time
Project Life Cycle • The series of phases that a project goes through from its initiating to closure • Phases are generally sequential • Each project phase is generally marked by completion of one or more deliverables. • The conclusion of a project phase is generally marked by a review of both key deliverables and project performance to date. • Determine if the project should continue into its next phase. • Detect and correct errors.
Project and Development Life Cycle • Project Life Cycle can be • Predictive • Adaptive • Development Life Cycle • There are generally one or more phases that are associated with the development of the product, service, or result • Predictive life cycle • Iterative life cycle • Incremental life cycle • Adaptive life cycle • Hybrid life cycle
Project and Development Life Cycle • Development Life Cycle • Predictive life cycle • The project scope, time, and cost are determined in the early phases of the life cycle • Any changes to the scope are carefully managed • Predictive life cycles may also be referred to as waterfall life cycles • Iterative life cycle • The project scope is generally determined early in the project life cycle • But time and cost estimates are routinely modified as the project team’s understanding of the product increases • Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product
Project and Development Life Cycle • Development Life Cycle • Incremental life cycle • Deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame • The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration • Adaptive life cycle • Agile, iterative, or incremental • The detailed scope is defined and approved before the start of an iteration. • Adaptive life cycles are also referred to as agile or change-driven life cycles • Hybrid life cycle • Combination of a predictive and an adaptive life cycle
Project Phases • It is a collection of logically related project activities that culminates in the completion of one or more deliverables • A deliverable is a tangible, verifiable work product such as a feasibility study, a detail design, or a working prototype. • Deliverables from the preceding phase are usually approved before work starts on the next phase.
Project Phases • Projects can be • Single phased • Multiple phased • Sequential relationship • Overlapping relationship
Project Phases • Multiple phased (Sequential Relationship)
Project Management Processes • A process is "a set of inter-related actions and activities performed to create a pre-specified product, service, or result.“ • Project management processes ensure the effective flow of the project throughout its life cycle • Product-oriented processes specify and create the project's product. • Project management processes and product-oriented processes overlap and interact throughout the project.
Project Information 1. Work performance data • Raw observations and measurements identified during activities performed to carry out the project work • Examples • Percent of work completed • Start and finish dates of schedule activities • Actual costs • No of defects 2. Work performance information • Work performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas • Examples • Status of deliverable • Implementation status for change requests • Forecasted estimate to complete
Project Information 3. Work performance reports • Physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or raise issues , actions or awareness • Examples • Status reports • Memos • Justifications • Information notes • Electronic dashboards • Recommendations • Updates
Organizational Process Assets • Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. • They include any • Artifact • Practice • Knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. • Organization’s knowledge bases such as • lessons learned • historical information. • Completed schedules • Risk data • Earned value data • grouped into two categories • Processes and procedures • Corporate knowledge base
Enterprise Environmental Factors • Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. They may have a positive or negative influence on the outcome • Enterprise environmental factors include, but are not limited to: • Organizational culture, structure, and governance • Geographic distribution of facilities and resources • Government or industry standards • Infrastructure (e.g., existing facilities and capital equipment) • Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal, contracting, and purchasing) • Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training records, reward and overtime policy, and time tracking) • Company work authorization systems • Marketplace conditions • Stakeholder risk tolerances • Political climate • Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems)
Organizational Influences to Projects 1. Organizational Cultures and Styles • Cultures and structures are group phenomena known as cultural norms, which develop over time • Norms include established approaches to initiating and planning projects
Organizational Influences to Projects 2. Organizational Structure a) Functional Structure b) Matrix Structure i. Weak matrix ii. Balanced matrix iii. Strong matrix c) Projectized Structure
Organizational Influences to Projects NO Project Manager, Different functional departments, each department does its project work independently 2. Organizational Structure a) Functional Structure Staff engaged in Project activities
Organizational Influences to Projects Project Manager has the role of an expeditor (no decision making) or coordinator (less decision making) 2. Organizational Structure b) Matrix Structure i. Weak matrix Staff engaged in Project activities
Organizational Influences to Projects Project Manager assigned without FULL authority over project and it’s funding 2. Organizational Structure b) Matrix Structure ii. Balanced matrix Staff engaged in Project activities
Organizational Influences to Projects FULL time Project Manager with considerable authority and full time administrative staff 2. Organizational Structure b) Matrix Structure iii. Strong matrix Staff engaged in Project activities
Organizational Influences to Projects 2. Organizational Structure c) Projectized Structure FULL time Project Manager with complete authority and full time co-located administrative staff Staff engaged in Project activities
Organizational Influences to Projects Project A is Critical (FULL time Project Manager and staff) - Project B is a small project handled in functional structure 2. Organizational Structure a) Composite organization (a mixture of all previous structures) Staff engaged in Project B activities Staff engaged in Project A activities
Project Management Office • Project management office is a management structure that standardizes the project related governance processes and facilitates the sharing of the resources, methodologies, tools, and techniques • Responsibilities include • Providing project management support • Direct management of one or more projects • Three structures for PMOs 1. Supportive: provide a consultative role to projects by supplying templates, training, access to information and lessons learned 2. Controlling: provide support and require compliance through various means. Compliance includes adopting project management frameworks or methodologies, using specific templates 3. Directive: taking control of the projects by directly managing the projects
Project Manager • Distinct from a functional or operations manager • Person assigned by the performing organization to lead the team that is responsible for achieving the project objectives • Project Manager Sphere of Influence • Fulfil numerous roles • These roles reflect capabilities and are representative of the value and contributions of the project management profession
Project Manager Competences • Technical project management • The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management. The technical aspects of performing one’s role • Leadership • The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals • Strategic and business management • The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes
Project Manager Competences • Technical Project management Skills • the skills to effectively apply project management knowledge to deliver the desired outcomes for programs or projects • Focus on the critical technical project management elements for each project they manage. This focus is as simple as having the right artifacts readily available. At the top of the list were the following: • Critical success factors for the project, • Schedule, • Selected financial reports • Issue log • Tailor both traditional and agile tools, techniques, and methods for each project • Make time to plan thoroughly and prioritize diligently • Manage project elements, including, but not limited to, schedule, cost, resources, and risks
Project Manager Competences • Strategic and Business Management Skills • The ability to see the high-level overview of the organization and effectively negotiate and implement decisions and actions that support strategic alignment and innovation • Explain to others the essential business aspects of a project • Work with the project sponsor, team, and subject matter experts to develop an appropriate project delivery strategy • Implement that strategy in a way that maximizes the business value of the project • Leadership Skills • ability to guide, motivate, and direct a team • negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills
Project Manager Competences - Power • Politics, Power, and Getting Things Done • influence, negotiation, autonomy, and power
Comparison of Leadership and Management
Comparison of Leadership and Management • Leadership styles • Laissez-faire (e.g., allowing the team to make their own decisions and establish their own goals, also referred to as taking a hands-off style) • Transactional (e.g., focus on goals, feedback, and accomplishment to determine rewards; management by exception) • Servant leader (e.g., demonstrates commitment to serve and put other people first; focuses on other people’s growth, learning, development, autonomy, and well-being; concentrates on relationships, community and collaboration; leadership is secondary and emerges after service) • Transformational (e.g., empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration) • Charismatic (e.g., able to inspire; is high-energy, enthusiastic, self- confident; holds strong convictions) • Interactional (e.g., a combination of transactional, transformational, and charismatic).
Comparison of Leadership and Management • Personality • Authentic (e.g., accepts others for what and who they are, show open concern) • Courteous (e.g., ability to apply appropriate behavior and etiquette) • Creative (e.g., ability to think abstractly, to see things differently, to innovate) • Cultural (e.g., measure of sensitivity to other cultures including values, norms, and beliefs) • Emotional (e.g., ability to perceive emotions and the information they present and to manage them; measure of interpersonal skills) • Intellectual (e.g., measure of human intelligence over multiple aptitudes); • Managerial (e.g., measure of management practice and potential); • Political (e.g., measure of political intelligence and making things happen); • Service-oriented (e.g., evidence of willingness to serve other people); • Social (e.g., ability to understand and manage people); and • Systemic (e.g., drive to understand and build systems).
Project Integration Management • Activities and processes to: • Identify, define, combine, unify, and coordinate various processes and project management activities within the process groups • Successfully meet stakeholder requirements and manage expectations to successfully complete project. • Make daily choices about where to concentrate resources and effort daily • Examining alternatives approaches • Anticipate potential issues • Tailoring the processes to meat Project Objectives • Balancing competing demands • Managing the interdependencies among the Knowledge Areas 3. Project Integration Management 4thEdition PMBOK®
Project Integration Management 4.0 Develop Project Charter 4.1 Develop Project Management Plan 4.2 Direct and Manage Project Work 4.3 Manage Project Knowledge 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 4.7
4.1 Develop Project Charter Monitoring & Controlling Initiating Planning Executing Closing The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities
