Presentation on theme: "2. INTRODUCTION TO PM Kanabar/warburton Overview of project management and how it fits with programs, portfolios, organizations and operations."— Presentation transcript:
2. INTRODUCTION TO PM Kanabar/warburton Overview of project management and how it fits with programs, portfolios, organizations and operations.
Objectives 2-2 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 one Do one Teach one
You take some training Small groups of Then you go back to the office!
PMI Introduction to The Project Management Institute
Growth in Market for Project Management & PM Education 15 May 2006 Boston University USA John H. Cable, RA, PMP Director, Project Management Program A. James Clark School of Engineering Chairman, GAC Board
Outline Growth in interest in Project Management Growth in PM education Global Accreditation Center Discussion
The Kitchen Years 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
Y2 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% 15% 27% % PMI Members % PMPs
PM is the hottest topic in Education BU is in the lead PM Credentials are worth $$$$ PMI Certification (PMBOK) Project Management Professional (PMP) pmi.org Discussion
Project Managers Have to be successful every time!
The Fundamental Tension Project Manager (PM) Technical Director (TD) Responsible for the product Responsible for milestones, deliverables, & schedule Controls the $$$$$ 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
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 InitiatingPlanning Executing ControllingClosing 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 InitiatingPlanning Executing ControllingClosing 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 Skills 2-32 Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation
Benefits for Project Managers 2-33 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 PMs 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 Its 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 Managers 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