Controlling Chaos Project Management to the Rescue

Julie Watson, MLIS Taxonomy Specialist Knowledge Manager Project Management Institute (PMI) Newtown Square, PA

What is PMI? The Project Management Institute is the world’s leading not-for- profit professional membership association for the project, program and portfolio management profession. Founded in 1969, PMI delivers value for more than 2.9 million professionals working in nearly every country in the world through global advocacy, collaboration, education and research. PMI advances careers, improves organizational success and further matures the profession of project management through its globally recognized standards, certifications, resources, tools, academic research, publications, professional development courses, and networking opportunities. As part of the PMI family, Human Systems International (HSI) provides organizational assessment and benchmarking services to leading businesses and government, while ProjectManagement.com and ProjectsAtWork.com create online global communities that deliver more resources, better tools, larger networks and broader perspectives. Visit us at and on

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Today’s plan Activity (20 min) Reflect on activity (5-10 min) Learn about PM (25 min) Reflect on activity (5-10 min) Share / Q & A (5 min)

Activity – Spaghetti Structure Materials –20 spaghetti noodles –1 yard masking tape –1 marshmallow Requirements –You do not have to use all your materials, but you cannot have anything additional –In your design, use at least one of each of these shapes: cube, pyramid, tetrahedron –Place the marshmallow at the top –Tower must stand for 5-10 min after the end of the construction time. –Make it “pretty” Time –You must complete planning and building your tower in 20 minutes

Reflection How much time was spent on planning and how much time was spent on building? How did you budget your materials? Explain the team process of planning the structure. –Did everyone have the same background, skill level, and so on? –Did you pick a leader. If not, did a leader emerge? –Was it a team effort or did individuals work by themselves at times? –Did some team members focus on planning and direction and others on building? Explain the team process of building the structure. –How did your team actually build your structure? –Did your team break down the project into manageable tasks? What were they? –Analyze how your team managed the following components: time, cost, and performance. How would you define each element: time, cost, and performance? Which component was the most important: time, cost, or performance? How did you determine you were finished? Was your project successful? Why or why not?

What is a Project? “A temporary endeavor undertaken to create a unique product, service, or result.” –PMBOK ® Guide “a unique set of activities meant to produce a defined outcome within an established time frame using a specific allocation of resources” –Harvard Business School Has a beginning and an end End is reached when the project has met its objectives or not Library Projects –Developing a new service, selecting and implementing a new technology, updating or building new spaces, building partnerships with other groups or organizations, developing new policies, procedures or training

Why do projects falter? Over time Over budget Didn’t meet requirements Did not run smoothly People are unhappy

Why do projects succeed? Luck Good Management

What is Project Management? A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), 5 th ed. 47 processes 10 knowledge areas –Project Integration, Scope, Schedule, Cost, Quality, Communications, Risk, Procurement, Stakeholder 5 process groups –Initiating, Planning, Executing, Monitoring & Controlling, Closing

Project Integration Management Processes Create Project Charter Plan Project Management Direct & Manage Project Work Monitor & Control Project Work Control Change Close Project

Project Scope Management Processes Plan Scope Management Collect Requirements Define Scope Create Work Breakdown Structure Validate Scope Control Scope

Project Schedule Management Processes Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule

Project Cost Management Processes Plan Cost Management Estimate Costs Determine Budget Control Costs

Project Quality Management Processes Plan Quality Management Perform Quality Assurance Control Quality

Project Human Resource Management Processes Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team

Project Communication Management Processes Plan Communications Management Manage Communications Control Communications

Project Risk Management Processes Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Control Risks

Project Procurement Management Processes Plan Procurement Management Conduct Procurements Control Procurements Close Procurements

Project Stakeholder Management Processes Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Engagement

Initiating define a new project or a new phase of an existing project by obtaining authorization to start Project Charter Identify Stakeholders Trends –Cost and staffing levels are low –Stakeholder influence, risk, and uncertainty are at their highest –The impact of risk is low

Planning establish the scope of the project, refine the objectives, and define the course of action Collect Requirements and Define Scope Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule Estimate Costs and Determine Budget Identify and Analyze Risks

Executing complete the planned work to satisfy the objectives Direct and Manage Project Work Perform Quality Assurance Acquire, Develop, and Manage Project Team Manage Communications Conduct Procurements Manage Stakeholder Engagement

Monitoring & Controlling track, review, and regulate the progress and performance of the project, identify any area in which changes to the plan are required, and initiate the changes Monitor and Control Project Work Perform Change Control

Closing finalize all activities across the process groups and formally close the project final acceptance by the “customer” post-project review documenting lessons learned archiving project documents closing out contracts and procurements Trends –Costs drop drastically as project comes to a close –Stakeholder influence, risk, and uncertainty are at their lowest –Potential impact of remaining negative risks is at its highest

Reflection Should you have spent more time on planning? Less? Did having some requirements help you build your structure? Would more requirements have been helpful? Why or why not? What assumptions and constraints did you have? Did you plan your structure’s design before you began building? Why or why not? Was your project successful? Why or why not? Has your assessment changed? Create a Project Review with this information –Project summary –Team members (name, project role) –Requirements (planned v. actual) –Project costs (how much of each material did you use? –Recommendations (how would you advise another team in managing this project)

Questions? Comments?