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Introduction to Project Management 1 August 24 & 25, 2010 Presented by: Joanne Cobb Ginny Montgomery Dan Druliner.

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Presentation on theme: "Introduction to Project Management 1 August 24 & 25, 2010 Presented by: Joanne Cobb Ginny Montgomery Dan Druliner."— Presentation transcript:

1 Introduction to Project Management 1 August 24 & 25, 2010 Presented by: Joanne Cobb Ginny Montgomery Dan Druliner

2 Course Outline Introductions What is a Project? What is Project Management? How does Project Management fit in F2? Key Information, Terms, and Roles Project Life Cycle  Initiate  Plan  Execute  Control  Close What Skills does a Project Manager need to possess? What Tools can I use to assist me? Labs / Case Studies  Resources and Certification  LEAN Methodology 2

3 Introductions 3 Your name Your department Current job role What do you hope to learn in this class?

4 What is a Project? Definitions:  Project (characteristics-PMBOK*)  A project is finite —having specific start and completion dates—and is undertaken to create a unique product or service which brings about beneficial change or added value. This finite characteristic of projects stands in sharp contrast to processes, which are (semi) permanent functional work to repetitively produce the same product or service. Projects are delivered under certain constraints, traditionally listed as "scope," "time," and "cost.” Temporary Unique results Progressive elaboration *Project Management Institute (PMI): PMBOK = Project Management Body of Knowledge 4

5 Project Management Definition 5 “Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived project constraints. Typical constraints are scope, time, and budget.” en.wikipedia.org/wiki/Project_management

6 Value to Our Customers Mission We help people who change the world Vision We are a global leader able to deliver outstanding service anywhere, anytime Values: Integrity Collaboration Innovation Diversity Excellence Respect Teamwork Strategy Map - Finance & Facilities 2008-2013 Version. May 7 th, 2010 Enhance Resources Provide value for your money Help solve complex University-wide problems Provide clear, timely, accurate, consistent communications from knowledgeable staff Attract and Retain a Talented and Diverse Staff Improve Operational Excellence Champion environmental stewardship Create and maintain collaborative relationships Enhance leadership effectiveness Develop individuals to their full potential Lead strategic UW-wide projects Develop customer value proposition Improve, streamline and innovate Recognize performance excellence Manage resources to support strategic priorities Provide key input for informed decisions on financial & physical assets Grow and steward UW ’ s assets

7 Project Management in F2 7 Improve Operational Excellence  Lead UW-wide Strategic Projects  Typically, skilled Project Managers are selected to lead these initiatives  Project Managers provide: Leadership Scope Control Project Communication Resource Management Meeting Facilitation Schedule Control Issue and Risk Management … and more!

8 What is a Project Manager? “Project managers function as bandleaders who pull together their players each a specialist with individual score and internal rhythm. Under the leader's direction, they all respond to the same beat.” L.R. Sayles Project managers have the responsibility of the planning, implementation, and closing of any project in a variety of industries or fields, i.e., healthcare, insurance, construction, etc. A project manager is the person accountable for accomplishing the stated project objectives. Key project manager responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope. A project manager ensures that the key issues of cost, time, quality and above all, Executive Sponsor satisfaction, can be realized. 8

9 What is a Process vs. a Project? 9 Processes are:Projects are:  On-going with no clearly defined beginning and end states  Should be customer driven  Repeatable  One way of implementing a Process Improvement or innovation  Time-bound and have a customer  Have clear beginning and end dates Longer projects are often broken down into phases or stages. Each one phase can become a project unto itself.  Follow a specific cycle of Initiation, Plan, Implement and Close  Often result in process improvement  Factors that may necessitate a project include: complexity, risk, time- sensitive, etc. Process ImprovementProcess Improvement is the examination of a business process in order to better meet customer & quality requirements. Projects arise from this examination. Project Management Project Management is the application of knowledge and expertise to the development and completion of a project.

10 F2 Quality Improvement – How does this fit with Project Management? F2 Quality Improvement Principles (note: QI Principles are applied to any project you are assigned) 10 QI Principles Customer Focus What are the goals? Continuous Improvement Quality Definition How is it done? Work Process Focus Prevention Error-Free Attitude Manage by Facts Participation/Empowerment Manage by facts? Total Involvement

11 As a Project Manager - What do you Manage?  Schedule  The project timeline, identifying the dates (absolute or relative to a start date) that project tasks will be started and completed, resources will be required and upon which milestones will be reached.  Scope  Project scope involves identifying and describing the work that is needed to produce the deliverables of the project in sufficient detail to ensure that: All the appropriate work is completed And ONLY the appropriate work is completed  Resources  Team Members who perform project work  Executive Sponsor and Guiding Team (CORE, PIT, Oversight) expectations 11

12 ‘The Triple Constraint’ 12

13 Project Phases InitiatePlanExecuteControlClose

14 Report F2 Project Lifecycle PlanControlExecuteInitiateClose STEAM adopted, 2009 Integrate Project WorkDefine Work  Organizational Framework – identify project and align with strategy map, identify and provide resources, project scheduling, prioritizing, direction-setting, issue resolution, milestone reviews  Initiate – develop business case and project plan/charter, including role(s) of sponsor(s), owner(s), define problem/opportunity with supporting data, participants, success measure(s), and scope (boundaries and parameters)  Plan – develop execution steps, timeline, dependencies, milestone dates, plans for risk and risk mitigation, plans for communications and for training  Execute – do the work defined in plans  Control – hold milestone meetings with sponsors, produce reports on performance and success measure(s), identify issues, resolutions, and management (e.g. scope management)  Close – report results, determine ownership and integration into ongoing work of all affected work units, evaluate the project, summarize lessons learned, and document the process and materials developed  Integrate – implement agreements, identify ongoing roles/responsibilities, create ongoing operational measures and dashboard reporting cycles, provide training, standardize processes, and continually improve Organizational Framework Initiator/ Stakeholder Project Team New Team/ Owner PLANDO CHECK ACT

15 Key Terms ● Project Components ● Charter ● Goals and objectives ● Deliverable ● Scope Definition ● Requirements (business and functional) ● Risks and Issues ● Communication plan ● Resource Identification ● Work Plan (tasks, dependencies) ● Change Control ● Commonly used terms ● Bandwidth ● Vet ● Scope creep ● Metrics 15

16 Key Terms (cont.) ● People ● Sponsors, Executive Sponsors ● Stakeholders ● Guiding Team (CORE, PIT, and Oversight) ● Work Groups ● PM Tools and activities ● Risk Assessment (planning) ● Flow Chart ● Process Flow ● Business process re-engineering ● Process map ● Work Breakdown Structure (WBS - planning) ● Timeline/Milestones (planning) ● Triple Constraint/Resource Triangle (planning) ● Other ● SMART Goals (specific, measurable, attainable, realistic and timely) ● LEAN Methodology 16

17 Roles in the project framework Sponsor/Executive Sponsor Guiding Team (CORE, PIT, and Oversight) Project Manager Operational Staff:  Adviser/Subject Experts/Business Analyst  Operational Manager  Key Resource Work Groups Project Team Leader Team/Member 17

18 PM Skills: Key to success Planning (I – P) Communication (I – P – E– C) Resource Management (E – C) Team Management (P – E – C) Scope Management (E – C) Schedule Management (P – E) 18 I nitiate – P lan – E xecute – C lose

19  Results focused  Action plan with timeline  Communication is key  Relationships are important and need to be proactively worked  Person leading the project needs to be intimately involved and knowledgeable  The more input users/process partners, etc can provide, the better – this about teamwork, not committee work  Clear and defined project roles such as project leader, coordinator, Steering Committee, User Groups, etc. are needed  It helps to have a project manager! Key Success Factors (STEAM): Project Management at UW 19

20 What’s Unique about Project Management in F2? Cross-campus notification / communication  Don’t forget: Bothell and Tacoma Multi-role Resources Project Leader assists with Project Management Verifying you have all resources Cross-campus training  Facilities are available to all campus resources  Weighted to upper and lower campus – several sessions may be needed 20

21 Introduction to Project Management 21 F2 Approach Initiate Phase

22 Project Phases InitiatePlanExecuteControlClose

23 Report F2 Project Lifecycle PlanControlExecuteInitiateClose STEAM adopted, 2009 Integrate Project WorkDefine Work  Organizational Framework – identify project and align with strategy map, identify and provide resources, project scheduling, prioritizing, direction-setting, issue resolution, milestone reviews  Initiate – develop business case and project plan/charter, including role(s) of sponsor(s), owner(s), define problem/opportunity with supporting data, participants, success measure(s), and scope (boundaries and parameters)  Plan – develop execution steps, timeline, dependencies, milestone dates, plans for risk and risk mitigation, plans for communications and for training  Execute – do the work defined in plans  Control – hold milestone meetings with sponsors, produce reports on performance and success measure(s), identify issues, resolutions, and management (e.g. scope management)  Close – report results, determine ownership and integration into ongoing work of all affected work units, evaluate the project, summarize lessons learned, and document the process and materials developed  Integrate – implement agreements, identify ongoing roles/responsibilities, create ongoing operational measures and dashboard reporting cycles, provide training, standardize processes, and continually improve Organizational Framework Initiator/ Stakeholder Project Team New Team/ Owner PLANDO CHECK ACT

24 PHASE: Initiate Phase Introduction Key PM Universal Skills for this Phase Any tools to assist me? Case Study  Overview  Tools for Success  LAB 24

25 INITIATE Phase Definition 25 “ The initiation processes determine the nature and scope of the project. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’ needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them.” en.wikipedia.org/wiki/Project_management

26 INITIATE Phase Definition (con’t) 26 The initiate phase should include a plan that encompasses the following areas:  Analyzing the business needs/requirements in measurable goals  Reviewing of the current operations  Financial analysis of the costs and benefits including a budget  Stakeholder analysis, including users, and support personnel for the project  Project charter including costs, tasks, deliverables, and schedule en.wikipedia.org/wiki/Project_management

27 What is Accomplished in this First Project Phase? 27 Executive Sponsor / Support is provided for the project initiative Project Objectives and initial Scope are communicated Charter is created Executive approval is granted Project Manager is assigned Project Team identified  Sponsor / Project Leader/ Steering Committee  Guiding Team / Work Groups  All Stakeholders identified ‘High-level’ Schedule and Budget Requirements documentation Alternatives Analysis is initiated or completed Project Kick-off Meeting

28 Key Project Manager Skills - Initiate 28 Analytical  The Project Charter accurately describes the stated goals and objectives  Exploration of any additional requirements and/or key resources Communicator  Ability to clearly communicate the goals and objectives of the project to all stakeholders  Verification with Executive Sponsor / Project Leader project concerns, timeline, and establishment of communication cycle Facilitator  Project Kick-off Meeting  Team consensus with Project Objectives and Goals Mediator  Project timing may require some key team member concerns regarding their current workload – discussion with their management to ensure project commitment and priority

29 Initiate Tools 29 Project Charter Organizational or ‘Bubble’ Chart Requirements or Functional documentation ‘High-level’ Schedule and Budget Issues or initial ‘Risks’ identified Alternative Analysis  Decision-making tool to determine which ‘option’ is best to pursue Project Kick-off Meeting  Right Resources invited  Agenda  Review of Project Charter / Requirements Documentation Project Status Report  Usually weekly or monthly project status of timeline, budget, scope, key accomplishments to-date and issues/risks to all key stakeholders

30 30 Organizational or ‘Bubble’ Charts (Samples)

31 Technical Advisory Group Pat Bonner,JelenaCurless, Jeanne MarieIsola, GaryProhaska HeribertoRodriguez, PaulSchurr, BillShirey, Jan Sullivan, Erick Winger INFRASTRUCTURE Executive Sponsor –V’EllaWarren Sponsor –Ann Anderson Business Steward –Karen Long Business Advisory Group Ann Anderson, Pat Bonner, Sara Gomez, Karen Long, Jeanne MarieIsola, Jan Sullivan, Erick Winger SIO Coach/Mentor Pat Bonner eTravelCustomer Support Team Technical Project Manager Jan Sullivan Project Manager Erick Winger HERITAGE Application Developers Rebecca Tseng HeribertoRodriguez eTravelProcess Improvement Team Lisa Yeager, Erick Winger, Bill Shirey, Gary Prohaska, Heriberto Rodriguez, Jan Sullivan Technical Advisory Group INFRASTRUCTURE Executive Sponsor –V’EllaWarren Sponsor –Ann Anderson Business Steward –Karen Long Business Advisory Group Ann Anderson, Pat Bonner, Sara Gomez, Karen Long, Jeanne MarieIsola, Jan Sullivan, Erick Winger SIO Coach/Mentor Pat Bonner eTravelCustomer Support Team Technical Project Manager Jan Sullivan Project Manager Erick Winger HERITAGE Application Developers Rebecca Tseng HeribertoRodriguez eTravelProcess Improvement Team Executive Sponsor –V’EllaWarren Sponsor –Ann Anderson Business Steward –Karen Long Business Advisory Group Ann Anderson, Lisa Yeager, Bill Shirey, Karen Long, Heriberto Rodriguez, Jan Sullivan, Erick Winger, Cindy Gregovich Strategic Initiative Office Leadership eTravelCustomer Support Team Technical Project Manager Project Manager Erick Winger ARIBAHERITAGE SYSTEMS Application Developers Heriberto Rodriguez eTravelProcess Improvement Team David Wright, Gary Prohaska eTravel Project Example 31

32 32 Core Steering Team -Senior staff from key admin support depts. -Senior school & college administrators -Provost’s Office Rapid Response Project Sponsors Executive Vice Provost Vice Provosts for: Research, Student Life, Global Affairs, Undergrad Academic Affairs, Grad School Project Advisors Attorney General’s Office Environmental Health & Safety Internal Audit Risk Management Executive Sponsors Provost Senior Vice President, Finance and Facilities Faculty Consulting Team Faculty active in global research & education Single Point of Contact Process Improvement Team e.g., Global Emergency Mgmt Website/portal Development Global Support Project Example

33 33 UW Climate Action Plan Team Example

34 Case Study 34  Focus on: Project Kick-off Meeting  What is a Project Kick-off Meeting and why important?  Who should attend?  The Project Charter and Team Buy-in  Tools for Success  Lab

35 What is a Project Kick-off Meeting? 35 “Of all the things I've done, the most vital is coordinating the talents of those who work for us and pointing them towards a certain goal.” Walt Disney Meeting conducted with all key team members / sponsors / stakeholders Provides Team introductions and is the first step in ‘teambuilding’ Sets Team ‘ground rules’ and expectations Allows for review of Project Charter and all information and/or documentation on the project objectives, goals, scope and initial timing/budget

36 What is a Project Kick-off Meeting? (Con’t) 36  Allows Team Members to discuss any concerns and provides: Clarification of project requirements or goals; Collection of initial issues/risks/parking lot items; Determination of the team that will be involved in the planning; Expectation of next steps and/or meeting schedule.

37 Setting Up a Project Kick-off Meeting 37 Getting the right people (resources) to the meeting!  Review the Organizational or ‘Bubble’ Chart  Think ‘outside the box’:  Will your project have Audit implications? Is Internal Audit part of the Team?  Will an application need to be built through UW IT? Have you identified all key IT resources?  Will training be provided to all campus? Have Bothell and Tacoma been taken into consideration? Who will build the Training plan? Discuss with your Project Leader / Sponsors to ensure that the right team members are at the meeting

38 Tools for Success: Project Kick-off Team Forming a team Involve the right people (depends on project/focus) Focus on appropriate representation as well as recruiting, leading and rewarding volunteers “Right place and time for people” Strategically select critics vs. evangelists, good team members vs. user session vs. testers Team members should be willing to Ask “dumb” questions, participate actively, challenge the status quo Assist with data collection/analysis Listen actively, practice good meeting management Carry out “homework” Review efforts of team itself to improve meeting process 38

39 Setting Up a Project Kick-off Meeting (Con’t) 39 An Agenda  The Agenda should contain key project information:  Meeting Location / Date and Time  Name of Project  Project Sponsor / Leader  Project Manager  Project Objectives / Goals  Approach  Key Stakeholders  As Project Manager, your responsibility to ensure that all key resources are present at this meeting!

40 Tools for Success: Project Kick-off Ensure the right people are present! Charter Background Goals and Objectives Initial Timeline and Budget Data Initial Requirements (if applicable) Process Maps Baseline data Team Ground Rules Project Kick off Package: Charter Team Roster & Ground Rules Issue Logs Parking Lots Data Business Decision Log Wiki* (*or other repository) Remember…forming may be the work of the sponsors but the team dynamics & team behavior are the responsibility of the Project Manager. 40

41 Tools for Success: Project Team Management Skills Team building Icebreakers Ground rules Managing meetings Be deliberate/consistent Meeting facilitation class Share the responsibility for observing ground rules, self- management Encouraging teamwork and collaboration Sub teams and ”homework” Effective use of the wiki Parking lot ideas Problem solving, creative thinking & decision making Accomplishing meeting goals while encouraging open discussion Team management Tools and Skills 41

42 Tools for Success: Sample Agenda 42

43 Tools for Success: Sample Checklist 43

44 44 LAB

45 Introduction to Project Management 45 F2 Approach Plan Phase

46 Project Phases InitiatePlanExecuteControlClose

47 Report F2 Project Lifecycle PlanControlExecuteInitiateClose STEAM adopted, 2009 Integrate Project WorkDefine Work  Organizational Framework – identify project and align with strategy map, identify and provide resources, project scheduling, prioritizing, direction-setting, issue resolution, milestone reviews  Initiate – develop business case and project plan/charter, including role(s) of sponsor(s), owner(s), define problem/opportunity with supporting data, participants, success measure(s), and scope (boundaries and parameters)  Plan – develop execution steps, timeline, dependencies, milestone dates, plans for risk and risk mitigation, plans for communications and for training  Execute – do the work defined in plans  Control – hold milestone meetings with sponsors, produce reports on performance and success measure(s), identify issues, resolutions, and management (e.g. scope management)  Close – report results, determine ownership and integration into ongoing work of all affected work units, evaluate the project, summarize lessons learned, and document the process and materials developed  Integrate – implement agreements, identify ongoing roles/responsibilities, create ongoing operational measures and dashboard reporting cycles, provide training, standardize processes, and continually improve Organizational Framework Initiator/ Stakeholder Project Team New Team/ Owner PLANDO CHECK ACT

48 PHASE: Planning Phase Introduction Key PM Universal Skills for this Phase Any tools to assist me? Case Study  Overview  Tools for Success  LAB 48

49 PLAN Phase Definition 49 “After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals.” en.wikipedia.org/wiki/Project_management

50 What is Accomplished in this Second Project Phase? 50 Determining how to plan (i.e., what level of detail); Refining the scope statement and identified requirements; Selecting the planning team; Identifying deliverables and creating the work breakdown structure; Identifying the activities needed to complete those deliverables and networking the activities in their logical sequence; Estimating the resource requirements for the activities; Estimating time and cost for activities; Developing the schedule; Developing the budget; Developing and implementing the communication plan; Risk planning; Gaining formal approval to begin work.

51 Why is Planning so Important? Six most common reasons for project failure: 1. Lack of user involvement (planning, communications, team management) 2. Long or unrealistic time scales (planning) 3. No or poor requirements (IT projects) 4. Scope creep (scope management) 5. No or weak change control system (scope management) 6. Poor Testing (IT projects) -Coley Consulting 51

52 Key Project Manager Skills - Planning 52 Analytical  All planning meets the necessary outlined project objectives and requirements  All key resources have been identified and are part of the Team  All key issues and risks are captured with a mitigation plan in place to respond proactively to known ‘issues’ Communicator  Most important quality during this phase as you are building the team to take through closure  Expectations must be clearly communicated to team members and Executive staff  The Communication Plan needs to be communicated, in place and ‘working’ Motivator / Facilitator  Must display a ‘can-do’ attitude at all times to install confidence in team and Executive stakeholders  Ability to overcome or stop any ‘negativity’ that may develop

53 Planning Responsibility Whose job is it?  Project Manager (PM) has primary responsibility  PM may choose to delegate planning responsibilities of lower level tasks/groups of tasks, particularly with larger projects  The PM should manage the project plan at the highest level even if lower level planning is delegated. 53

54 Planning Tools 54 Project Charter (reference) Organizational or ‘Bubble’ Chart (reference) Roles and Responsibilities Matrix (RACI) Detail level Project Plan (Schedule, ‘WBS’) Detail level Project Budget (Budget Worksheet) Resource Plan Change Request Risk Management / Issue Log and Plan Key Decision Log Alternative Analysis documentation Miscellaneous Planning Tools:  Change Control Plan  Support Plan  Rollout Plan  Test Plan  Training Plan  Detailed Design (IT – Infrastructure Design, Application Design, etc.) Meeting Schedule  Multiple ‘work groups’, Guiding Team (CORE, PIT, or Oversight), Sponsor and Guiding Team meetings set-up in advance / on a schedule

55 55 Let’s go back to ‘The Triple Constraint’

56 The ‘Triple Constraint’ Triangle Understand the ‘Triple Constraint’  Resources (people, Budget) are available for the project,  Time allotted to complete the project,  Quality expectations involved for the success of the project Identify what outside influence could change the scope of the project  Understand what is meant by scope creep – is this always bad? 56 Time Resources Scope/Quality

57 Identify resources, goals and timeline Time Resources (cost) Scope/Quality Deadlines Milestones Degree of user involvement Deliverables Scope Approach Operational Staff Volunteer effort Funds 57

58 Example: Direct Deposit for travel system Time Resources Scope/Quality July 08 – June 09 User focus groups – done by Sept 08 User Testing Jan 09 User task group of 12 campus representatives Direct deposit capability for travel reimbursement payments Users to validate all user interfaces and training programs ½ time PM, in addition to current duties Existing subject matter experts of 5 No new funds 58

59 Example: Direct Deposit for travel system Time Resources Scope/Quality July 08 – August 09 User focus groups – done by October 08 User Testing Feb 09 User task group of 12 campus representatives Direct deposit capability for travel reimbursement payments Email confirmation for direct deposit Users to validate all user interfaces and training programs ½ time PM, in addition to current duties Existing subject matter experts of 6 No new funds 59

60 60 Let’s talk Project Schedule! (Info and Samples)

61 Schedule Management Project Scheduling is the process of organizing the tasks and resources of a project into a sequence of events that optimizes (best facilitates) the effective completion of the venture. Project Scheduling enables the project manager to:  Understand the proper linkage of events  Identify risk points  Assists in resource planning 61

62 Schedule Management Universal Skills Time management Organization skills Communication skills Estimation skills Tactical expertise Assertiveness – task master 62

63 Schedule Management Outcomes Create clear action plans  WBS: Start with major activities. Determine steps required to complete major activities.  Estimation techniques vary: (consider type of work, past experience, SME input, etc.) Create measurable & identifiable milestones  Measurable: Be able to determine reasonably how much progress has been made, WBS major activities as base.  Consider phasing of projects Identify & communicate with stakeholders and affected user groups  Supports communications plan, team management 63

64 Scheduling Management Key Concepts Lead time Lag time Slack/Float/Buffer Duration Dependency Constraint Successor task Predecessor task 64

65 Schedule Management Key Concepts Master Schedule  Dates for project phases  Dates for deliverables and/or milestones  Start/Finish dates for major tasks Component Schedule  More detailed schedule for individual components Team Schedule  Schedule for sub-teams if necessary Monitor progress of project tasks against timelines and milestones 65

66 Estimating Techniques for Schedule Management Estimating for time/cost of tasks  Bottom up  Top down Expert Opinion Delphi Technique Comparative estimating (personal experience) Weighted average (or PERT method) 66

67 Schedule Management Tools Calendars  Base calendar  Project calendar  Resource calendar  Task calendar Basic Table WBS Template (PM Portal) Gantt Chart Critical Path PERT 67

68 Schedule Management – Work Breakdown Structure A Work Breakdown Structure (WBS) is a detailed list of all of the things that need to be delivered and the activities that need to be carried out to complete the project. The WBS is a hierarchical chart view of deliverables in a project in which each level down represents an increasingly detailed description of the project deliverables. Levels in the hierarchy represent summary tasks, subtasks, work packages, and deliverables. You can define a project’s scope and develop its task lists with the WBS. AKA – Project Breakdown Structure (PBS) 68

69 Schedule Management – Work Breakdown Structure 69

70 Schedule Management Tools (Gantt Charts) Gantt Charts  A type of bar chart that illustrates a project schedule  Illustrate the start and finish dates of the terminal elements and summary elements of a project.  Terminal elements and summary elements comprise the work breakdown structure of the project.  Shows dependency relationships between activities.  Recommended for highly repetitive production operations, where work performance of various departments can be combined on a single chart 70

71 Schedule Management – Gantt chart 71

72 Schedule Management Tools (Cont’d) Program Evaluation and Review Technique (PERT)  A network model that allows for randomness in activity completion times.  Analyze and represent the tasks involved in completing a given project.  Critical Path Method is an example of the network model PERT Planning Steps: 1. Identify the specific activities and milestones 2. Determine the proper sequence of the activities 3. Construct a network diagram 4. Estimate time required for each activity 5. Determine the critical path 6. Update the PERT chart as the project progresses. 72

73 Schedule Management Tool – Milestone Scheduling Milestone Scheduling System  Milestones are established in the planning phase  Mark significant events, deliverables or interdependencies that need to be monitored to keep the project on track  Useful approach in large or complex projects (with many interdependencies) because it helps present information in a meaningful yet concise way, showing what has actually been achieved 73

74 Critical Path Critical Path defined:  Optimal sequence of project activities: a sequence of activities that results in the completion of a project in the shortest period of time  Critical Path Analysis formally identifies tasks which must be completed on time for the whole project to be completed on time (these are the tasks on the critical path), and also identifies tasks which can be delayed for a while, if resources need to be redeployed to catch up elsewhere 74

75 Critical Path Critical Path Analysis is an effective and powerful method of assessing:  What tasks must be carried out  Where parallel activity can be performed  The shortest time in which you can complete a project  Resources needed to execute a project  The sequence of activities, scheduling and timings involved  Task priorities  The most efficient way of shortening time on urgent projects 75

76 Schedule Management –Critical Path 76

77 Case Study 77  Focus on: Communication Plan  What is a Communication Plan and how to develop one?  What skills do I need as a Project Manager?  Tools for Success  What other tools can I use for ‘Communication’ with my Team / Stakeholders?  Lab

78 What is a Communication Plan? Communication Plan  A communication plan identifies:  People with an interest in the project (stakeholders)  Communication needs  Methods of communication  Communication planning helps to ensure that everyone who needs to be informed about project activities and results gets the needed information Communication is an integral part of any project Depending on the size and scope of a project, communication may be formal or informal Generally, projects of a longer duration will benefit from a more formal plan 78

79 Developing a Communication Plan Identify Key Stakeholders  Who is affected/impacted by your project?  What is the level of importance of the stakeholder to your project’s success?  What is their current level of support? Use of Project Organizational or ‘Bubble’ Chart  Who else needs to be included?  Cross-campus projects – did you remember to include Bothell and Tacoma?  Talk to your Project Leader and/or Sponsors to confirm if everyone has been identified 79

80 Developing a Communication Plan (Con’t) Identify & communicate with stakeholders and affected user groups (customers)  Set expectations of your users and stakeholders  Set the stage for your communications plan  This is where organizational savvy is key (subject experts, operational staff)  Keys to operating in our decentralized organization  Understanding the UW and your users 80

81 Developing a Communication Plan (Con’t) Determine appropriate timing and type of communication for each stakeholder or work group  Weekly, monthly, quarterly updates  Email, in-person, etc.  High or low level details What should be included in a formal communication plan?  List of stakeholders  Information needs  Communication methods  Frequency 81

82 Tools for Success: Identifying Stakeholders Current Level of Support Level of Importance to Success Low High Low High City Legal Department City Tax Payers City Parks Management Local Neighborhood Association Local Environmental Group Users of Existing Park 82

83 Project Manager Communication Universal Skills Understanding & managing nuances of the project team, sponsors, and stakeholders is key  Misperceptions  Fear  Perceived threat Whose job is it?  The Project Manager has primary responsibility for identifying communication needs and determining if a formal communication plan is necessary. 83

84 Tools for Success: Simple Communication Plan Stakeholder/ Group Responsibility/ Informational Needs Communication Method(s) Frequency * Modified from the communication plan template found on the Project Management Portal wiki at: https://wiki.cac.washington.edu/display/pmportal/Communication+Plan+Template 84

85 Tools for Success: Expanded Communication Plan 85

86 How else can the Project Team ‘Communicate’? Issues Log  Document major issues that may affect the project  Informs the Team of: Major Issue Who was responsible for providing the response? The Date of the response Open or Closed  Feeds the Key Decision Log  PM Portal  SharePoint 86

87 How else can the Project Team ‘Communicate’? (Con’t) Key Business Decision Log  Documents key decisions as they are made  Provides historical record  “Does anyone remember what we decided..”  Mechanism for validating decisions  PM Portal: https://wiki.cac.washington.edu/display/pmportal /Issue+Action+Decision+Log https://wiki.cac.washington.edu/display/pmportal /Issue+Action+Decision+Log  SharePoint 87

88 88 LAB

89 Introduction to Project Management 89 F2 Approach Execute Phase

90 Project Phases InitiatePlanExecuteControlClose

91 Report F2 Project Lifecycle PlanControlExecuteInitiateClose STEAM adopted, 2009 Integrate Project WorkDefine Work  Organizational Framework – identify project and align with strategy map, identify and provide resources, project scheduling, prioritizing, direction-setting, issue resolution, milestone reviews  Initiate – develop business case and project plan/charter, including role(s) of sponsor(s), owner(s), define problem/opportunity with supporting data, participants, success measure(s), and scope (boundaries and parameters)  Plan – develop execution steps, timeline, dependencies, milestone dates, plans for risk and risk mitigation, plans for communications and for training  Execute – do the work defined in plans  Control – hold milestone meetings with sponsors, produce reports on performance and success measure(s), identify issues, resolutions, and management (e.g. scope management)  Close – report results, determine ownership and integration into ongoing work of all affected work units, evaluate the project, summarize lessons learned, and document the process and materials developed  Integrate – implement agreements, identify ongoing roles/responsibilities, create ongoing operational measures and dashboard reporting cycles, provide training, standardize processes, and continually improve Organizational Framework Initiator/ Stakeholder Project Team New Team/ Owner PLANDO CHECK ACT

92 PHASE: Execute Phase Introduction Key PM Universal Skills for this Phase Any tools to assist me? Case Study  Overview  Tools for Success  LAB 92

93 Execute Phase Definition 93 “Execution consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.” en.wikipedia.org/wiki/Project_management “Plans are only good intentions unless they immediately degenerate into hard work.” Peter Drucker

94 What is Accomplished in this Third Project Phase? 94 Execute the planned work! Fulfillment of all planning documents This is where your hard work pays off!  Execute Schedule  Execute Budget Spend  Control  Motivate Team to concentrate on deliverables Execute Test Plan and/or Test Scripts Execute Training Plan Execute Plan for formal Release  Release Planning  Support Planning Out to ‘Production’ (or submission of Deliverables)

95 Key Project Manager Skills - Execute 95 Analytical  ‘Control and Monitor’ all previously created Plans Communicator  Ability to quickly communicate to Team / Stakeholders progress against plan and any variances / changes immediately! Facilitator  Meetings may need to be provided at ‘last minute’ notice due to critical nature of testing issues discovered  Facilitation of discussions with Project Leader / Sponsor with any changes to plan (i.e., these may be Subject Matter Expert (SME) discussions where the PM does not have the ability to provide answers, etc.) Vigilance  Constant Project Leader / Sponsor ‘check’ to verify that deliverables meet expectation – Remember: If the Project Leader or Sponsor isn’t happy, the project is NOT a success! Mediator  Project timing may require some key team member concerns regarding their current workload – discussion with their management to ensure project commitment and priority

96 Execute Tools 96 All Previously Created Documentation  Project Charter  Requirements Documentation  All Planning Documentation:  Communication Plan  Risk Plan, etc. Project Schedule Project Budget Test Plan and/or Test Scripts Release Plan  Back-out Plan (for IT projects) Support Plan Project Success Notification

97 Case Study 97  Focus on: Change Request  What is a Project Change Request?  What is my role as a Project Manager?  Tools for Success

98 What is a Project Change Request? 98  “It is always easier to talk about change than to make it.” Alvin Toffler  A Project Change Request typically happens in the Implement Phase of the project  A Project Change Request documents project change or impact to: Schedule (Timeline) Budget (Cost, Resources) Scope (Requirements)

99 What is a Project Change Request? 99  A Project Change Request is a means to formally: Document changes to the project along with the reason(s) for the change; Provides notification and sets expectation with Team / Stakeholders of the nature and impact of the project change; Garners approval for the project variance from the Project Leader or Sponsor.

100 Project Manager Role – Change Request Project Change Requests should always be anticipated in planning phase Have clear expectations about change control management  Use a Change Request form for all changes to the project  Verification of whether or not the changes requested are in scope or out of the scope?  Ensure approval is granted by Project Leader or Sponsor Review communication plan to stakeholders  When is it appropriate to communicate changes to the Schedule, Budget or Scope of the project? For large projects, have a predetermined process  Include a change request template  Communicate changes immediately  Update all calendars 100

101 Project Manager Role – Change Request (Con’t) Clearly Document Changes to Schedule, Budget and Scope  Changes should be documented  Remember to update all other affected documentation:  Project Schedule  Project Budget  Other Planning Documentation 101

102 Tools for Success: Change Request Checklist 102

103 Tools for Success: Change Plan 103

104 Tools for Success: Change Request Form 104

105 Introduction to Project Management 105 F2 Approach Control

106 Project Phases InitiatePlanExecuteControlClose

107 Report F2 Project Lifecycle PlanControlExecuteInitiateClose STEAM adopted, 2009 Integrate Project WorkDefine Work  Organizational Framework – identify project and align with strategy map, identify and provide resources, project scheduling, prioritizing, direction-setting, issue resolution, milestone reviews  Initiate – develop business case and project plan/charter, including role(s) of sponsor(s), owner(s), define problem/opportunity with supporting data, participants, success measure(s), and scope (boundaries and parameters)  Plan – develop execution steps, timeline, dependencies, milestone dates, plans for risk and risk mitigation, plans for communications and for training  Execute – do the work defined in plans  Control – hold milestone meetings with sponsors, produce reports on performance and success measure(s), identify issues, resolutions, and management (e.g. scope management)  Close – report results, determine ownership and integration into ongoing work of all affected work units, evaluate the project, summarize lessons learned, and document the process and materials developed  Integrate – implement agreements, identify ongoing roles/responsibilities, create ongoing operational measures and dashboard reporting cycles, provide training, standardize processes, and continually improve Organizational Framework Initiator/ Stakeholder Project Team New Team/ Owner PLANDO CHECK ACT

108 Control What is Project ‘Control’? Key PM Universal Skills for this Project Oversight Any tools to assist me? Case Study - Benchmarking o Guest Speaker: LuAnn Stokke, Director of Metrics and Reporting for F2 108

109 Control Definition 109 “ Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.” en.wikipedia.org/wiki/Project_management

110 Control Definition (Con’t) 110 Control includes:  Measuring the ongoing project activities ('where we are');  Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be);  Identifying corrective actions to address issues and risks properly (How can we get on track again);  Guaranteeing that only approved changes are implemented;  In multi-phase projects, the monitoring and controlling process also provides feedback between project phases, to implement corrective or preventive actions to bring into compliance with the project plan. en.wikipedia.org/wiki/Project_management  Additionally, during this Phase, it is recommended that you hold milestone meetings with sponsors, produce reports on performance and success measure(s), identify issues, resolutions, and management (e.g. scope management)  As part of your overall project, benchmarking and collection of performance metrics will validate current performance data versus expected results

111 Key Project Manager Skills – Control 111 Analytical  Ability to analyze the current project measurements in light of proposed scope (‘where are we at’)  Identification of key risks and corrective actions  Plan and alterative(s) to get project back on track Facilitator / Communicator  Can have ‘hard discussions’ regarding the current status of the project  Ability to explain to all stakeholders the business or technical impact or bring ‘SMEs’ into the discussion(s) to provide answers  Consensus-driven outcomes for all alternative(s) and/or corrective action(s) explored with the project team Negotiator  Ability to negotiate any necessary changes with Resource Managers to project scope, timeline or budget

112 Control Tools 112 Project Schedule  Schedule ‘slips’ against Baseline that affect implementation date  Critical Path Analysis  Project Team or SME availability Project Budget  Budget Analysis  Original Baseline vs. Current Baseline - % variable Project Risks and Issues  Impact to Scope, Schedule and Budget Change Management  Change Request Volume and Volatility (Scope and Requirements)

113 Control Tools (con’t) 113 Overall Project Health  Project Leader/Sponsor priority level (high-medium-low)  Is this effort a priority?  Will you get the needed support ?  Project Leader/Sponsor confidence level (high-medium-low)  Is the Project Leader/Sponsor confident that the Team will meet its objectives?  Project Team enthusiasm level  Is the Project Team energetic and committed to meet the required goals?

114 Control Cycle 114

115 Case Study 115  Focus on: Benchmarking  Guest Speaker: LuAnn Stokke, Director of Metrics and Reporting for F2

116 Value to Our Customers Mission We help people who change the world Vision We are a global leader able to deliver outstanding service anywhere, anytime Values: Integrity Collaboration Innovation Diversity Excellence Respect Teamwork Strategy Map - Finance & Facilities 2008-2013 Version. May 7 th, 2010 Enhance Resources Provide value for your money Help solve complex University-wide problems Provide clear, timely, accurate, consistent communications from knowledgeable staff Attract and Retain a Talented and Diverse Staff Improve Operational Excellence Champion environmental stewardship Create and maintain collaborative relationships Enhance leadership effectiveness Develop individuals to their full potential Lead strategic UW-wide projects Develop customer value proposition Improve, streamline and innovate Recognize performance excellence Manage resources to support strategic priorities Provide key input for informed decisions on financial & physical assets Grow and steward UW ’ s assets

117 Sample Scorecard

118 Draft and launch initiatives when target can’t be reached through current core processes or incremental process improvement. Initiatives, once achieved, introduce new capability or innovation that changes the operation or context of the strategy.  An initiative may impact several Strategic Objectives/Measures  Not all Strategic Objectives have an initiative  Initiatives are akin to projects and are not operational (e.g., project milestones, completion dates—not routine services or performance levels)  Examples of initiatives: Internal Lending Program, Global Support Project Role of Initiatives

119 Target TypesDescriptionUsageExample CUSTOMER Target based on Customer expectations of your process. Target set via customer input (survey, feedback, focus- groups). Demonstrating client satisfaction or customer expectations. Number of days UW officially closed on regular school days (Target=0) One day response time for customer-inquiry BENCHMARK Target based on peer performance. How does your process rank relative to the industry? How does it rank relative to the industry’s best practices? Demonstrating cost- effectiveness / value Demonstrating rank among peers Our performance compared to industry average Gap between our performance and industry best-practices STRETCH Target based on projections from improving the process, rather than from incremental change over time. Process Improvements Target setting when other methods are not appropriate/available Reduce process turnover time to 3 days within 1 year Rate of return up 10% from previous year COMPLIANCE / LAWTarget based on compliance or law requirements. These targets are prescribed, and are non-negotiable “red- rules.” Complying with regulations Common in industries dealing with regulatory issues (e.g. Grants/ Contracts, Construction, Payroll, Safety, etc.) Meet emission standards for automobiles Eliminate violation of civil rights in the workplace Target Setting

120 Benchmarking Defined “Benchmarking is the process of comparing one’s business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost. Improvements from learning mean doing things better, faster, and cheaper.” en.wikipedia.org/wiki/Benchmarking en.wikipedia.org/wiki/Benchmarking

121 How Benchmarking Works Remote Research/AnalysisLEAN, CPI, BSC “STEP 3” BSC—either dashboard or scorecard “STEP 1”“STEP 2” Project lifecycle Requirements Planning Execution Acceptance measurement

122 Introduction to Project Management 122 F2 Approach Close Phase

123 Project Phases InitiatePlanExecuteControlClose

124 Report F2 Project Lifecycle PlanControlExecuteInitiateClose STEAM adopted, 2009 Integrate Project WorkDefine Work  Organizational Framework – identify project and align with strategy map, identify and provide resources, project scheduling, prioritizing, direction-setting, issue resolution, milestone reviews  Initiate – develop business case and project plan/charter, including role(s) of sponsor(s), owner(s), define problem/opportunity with supporting data, participants, success measure(s), and scope (boundaries and parameters)  Plan – develop execution steps, timeline, dependencies, milestone dates, plans for risk and risk mitigation, plans for communications and for training  Execute – do the work defined in plans  Control – hold milestone meetings with sponsors, produce reports on performance and success measure(s), identify issues, resolutions, and management (e.g. scope management)  Close – report results, determine ownership and integration into ongoing work of all affected work units, evaluate the project, summarize lessons learned, and document the process and materials developed  Integrate – implement agreements, identify ongoing roles/responsibilities, create ongoing operational measures and dashboard reporting cycles, provide training, standardize processes, and continually improve Organizational Framework Initiator/ Stakeholder Project Team New Team/ Owner PLANDO CHECK ACT

125 PHASE: Close Phase Introduction Key Project Manager Universal skills for this Phase Any tools to assist me? Case Study  Overview  Tools for Success  LAB 125

126 CLOSE Phase Definition 126 “Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned.” This phase consists of:  Project close: Finalize all activities across all of the process groups to formally close the project or a project phase  Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase en.wikipedia.org/wiki/Project_management

127 What is Accomplished in this Last Project Phase? 127 Report Results Transition to Sustaining Operations  Determine ownership and integration into ongoing work of all affected work units Evaluate the Project success with Key Stakeholders Conduct and Summarize Lessons Learned Document the Process and Materials Developed Project Archival  File all Project Documentation  Close out Wiki, SharePoint Sites

128 Key Project Manager Skills - Closure 128 Communicator  Lessons Learned Activities  Large scale team recognition and thank you messages  Sponsor /Key Stakeholder meetings Facilitator  Lessons Learned Activities  Effective Presentation Skills  Ensuring Project turned over to Sustaining Operations  Celebrate – Parties!! Mediator  Lessons Learned may evoke emotional response and may require intra/inter-Team mediation skills

129 Close Tools 129 Final Report Out  Presentation to Stakeholders on the Project Accomplishments Formal Hand-off to Sustaining Operations  Training Manuals, Systems Documentation, Support Plan, Service Level Agreements, etc. Project Success Notification  Email, announcement, press release, etc. Lessons Learned Session  Agenda, surveys, repository, etc. File Archival Reporting and Metrics o Original Baseline vs. Current Baseline - % variable

130 Case Study 130  Focus on: Lessons Learned  Common Reasons for Project Failure or Success  What is a Lessons Learned Session?  Setting up a Lessons Learned Session  Tools for Success  Lab

131 Common Reasons for Project Failure 131 Project lacks Project Leader / Sponsor support Poor communication by Management or Project Manager Setting unrealistic expectations Having ill-defined, too large or too small a scope Poorly formulated project planning Resource constraints Failing to manage change effectively

132 Common Reasons for Project Success 132 Fully Supported by Project Leader / Sponsor Having the commitment and cooperation of all participants Keeping the scope well-defined Clear mission/goals and objectives Developing a meaningful plan Having good communication infrastructure in place Risk mitigation plan

133 What is a Lessons Learned Session? 133  George Santayana in The Life of Reason: “Those who do not remember the past are condemned to repeat it.”  Session performed with all Team Members, typically at the end of a project, and led by the Project Manager.  Allows Team Members to discuss their experiences candidly and objectively, by reviewing: What went wrong and suggest improvements; What went right and celebrate this success; Risks that were not detected and became problems.

134 What is a Lessons Learned Session? (Con’t) 134  Chance for Project Managers to gain additional knowledge of their Project and PM skills from the Team perspective.  Opportunity to develop a repository for Lessons Learned feedback to share on future projects and/or with other Project Managers.

135 Setting Up a Lessons Learned Session 135 Survey sent to Attendees 1 week prior  Use of Internal Site (WIKI, SharePoint)  Catalyst Survey  Sample Survey Questions: Rating System of Low to High I understood the Project Scope There was sufficient project communication Provide Comments and Feedback on the following Statements: Top 3 or so areas that went well. Include suggestions for items that should be repeated on future projects. Top 3 or so areas that did not go well. Include suggestions for process improvement.

136 Tools for Success: Sample Survey Form 136 Low 1 2 Avg 3 4 High 5 I understood the project scope I understood what was expected of me Overall Risks were identified and managed effectively Project XXXX – Lessons Learned Survey Please indicate your rating or agreement level on the following statements: Your comments and/or feedback are appreciated on the following statements: Top 3 or so areas that went well. Include suggestions for items that should be repeated on future projects.

137 Setting Up a Lessons Learned Session 137 Feedback Form (for Rating Project Categories – Optional)  Determine on a project by project basis  Given out at the Lessons Learned Session or prior to the meeting  Ask participants to complete prior to leaving the meeting  Compile and provide results after the meeting, or;  Schedule another session to discuss results and get feedback  Good for getting an overall general feedback on targeted key areas for improvement

138 Tools for Success: Sample Feedback Form 138

139 Setting Up a Lessons Learned Session 139 When do you conduct it?  Right after the Project has been completed  Good Rule of Thumb: From One to Three Weeks after the Project has been Completed Who should be present?  All Team Members should be present  Don’t forget Team Members or SMEs who assisted with your project, even if not permanent members  Make it mandatory attendance and say so!

140 Setting Up a Lessons Learned Session 140 How long should it run?  Large Projects:  No longer than 2 hours, if possible, 90 minutes  Consider 2 sessions or mini-lessons learned at key milestones  Small Projects:  60-90 minutes may be all it takes! Remember the Goal!  Positive and constructive – don’t look for scapegoats!  You are looking to learn from your experiences – To repeat what worked and correct failures.

141 Tools for Success: Lessons Learned 141 An Agenda:  Sent to Participants prior to the meeting  Note: Schedule the meeting with plenty of advance notice (5-7 days prior)  A typical Agenda:  Indicates the meeting is MANDATORY  Lists the project Goals and Team dynamics informing the participants that we will discuss if these were met or not (Give a refresh on what you wanted to achieve)  Indicates that you will be discussing project: successes, failures and suggestions for change, and risks not planned  Gives time estimates on what will be discussed

142 Tools for Success: Lessons Learned 142 Encouragement of Audience Participation – Set the Rules!  At the beginning of the meeting:  Thank everyone for attending!  Set the Rules: Respectful of each other’s feedback – we will not be passing judgment on comments Not looking for Scapegoats! Inform that you will be providing each person with an opportunity to speak and will be going around the meeting table to capture feedback One person talking at a time Need to be mindful of time based on Agenda – there will be a ‘Process’ or Time Check

143 Tools for Success: Lessons Learned 143 Encouragement of Audience Participation – Set the Rules!  Conducting the meeting:  Discuss the Goals and/or Objectives of the meeting first, ask participants: Was the project goal achieved? Go around the meeting table and get feedback  Discuss what went wrong with the project Obtain suggestions for improvement / Rank these in order of importance with the group  Discuss what went right with the project  Discuss what unplanned risks were encountered and how these were handled.

144 Tools for Success: Lessons Learned 144 Use a White Board  Helps everyone to know that their comment was ‘acknowledged’ Disseminate Meeting Notes Quickly!  Participant Feedback if Valuable – treat it that way!  Good Rule of Thumb: Publish within 2 Business Days

145 145 LAB

146 Introduction to Project Management 146 F2 Approach Tools and Templates

147 147 Review of: Tools and Templates

148 Introduction to Project Management 148 Other Project Management Resources / Certification

149 Project Management Institute (PMI)  PMBOK areas of knowledge  Application area knowledge, standards and regulations  Understanding the PM environment  General management knowledge/skills and interpersonal skills 149 PMBOK core skills Integration Scope Time Cost Quality HR Communications Risk management Procurement management PMI Project Management Framework:

150 Project Management Professional (PMP) Project Management Professional (PMP) is a credential offered by the Project Management Institute (PMI). As of 31 March 2010 (2010 -03-31), there were 375,959 active PMP certified individuals worldwide. The credential is obtained by documenting 3 or 5 years work experience in project management, completing 35 hours of project management related training, and scoring a certain percentage of questions on a written, multiple choice examination. Government, commercial and other organizations employ PMP certified project managers in an attempt to improve the success rate of projects in all areas of knowledge, by applying a standardized and evolving set of project management principles as contained in PMI's PMBOK Guide. In December 2005, the PMP credential was tied for fourth place in CertCities.com’s 10 Hottest Certifications for 2006, and in December 2008, it was number 7 of ZDNet’s 10 best IT certifications. 150 PMP Certification – What is this?

151 Project Management Websites Project Management Institute (PMI)  http://www.pmi.org/Pages/default.aspx http://www.pmi.org/Pages/default.aspx Gantthead – Online community for Project Managers  http://www.gantthead.com/ http://www.gantthead.com/ Project Management.com (Powered by Gantthead.com)  http://www.projectmanagement.com/ http://www.projectmanagement.com/ ProjectConnections - ‘Save time and solve problems with hundreds of templates and ideas’  http://www.projectconnections.com/ http://www.projectconnections.com/ 151

152 Introduction to Project Management 152 LEAN Methodology Guest Speaker: Ruth Johnston, Associate Vice President for F2

153 153 Lean Website: http://f2.washington.edu/lean


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