PROJECT MANAGEMENT FUNDAMENTALS

Page 2 Course Overview 1. Introduction to Project Management 2. Project Roles and Expectations 3. Project Management Processes 4. Project Management Skills 5. Additional Application of PM Processes 6. The Effective Project Manager 7. Review and Close

Page 3 PROJECT ROLES & EXPECTATIONS n Customer/Business n Project Sponsor n Project Manager n Project Steering Committee n Project Team Members n Other Stakeholders

Page 4 Customer/Business n The organization or individual receiving the final product. n Responsible for business requirements that must be met.

Page 5 Project Sponsor n Manager/Executive with demonstrable interest in the outcome of the project n Responsible for securing spending authority and resources for the project n Ideally, highest-ranking manager possible appropriate for the project size and scope n Champions the project n Ultimate decision-maker for the project n Provides support for the Project Manager n Approves major deliverables n Signs off on approvals to proceed to each succeeding project phase

Page 6 Project Manager n Responsible for ensuring that the Project Team completes the project n Develops the Project Plan with the team n Manages the team’s performance of project tasks n Secures acceptance and approval of deliverables from the Sponsor and Stakeholders n Monitors performance and takes corrective actions when needed

Page 7 Project Steering Committee n Representatives from stakeholders n Review and approve major project decisions or deliverables n When escalation reaches this level, make decisions on project issues and change requests

Page 8 Project Team n Responsible for executing tasks and producing deliverables — as outlined in the Project Plan — as directed by the Project Manager — at the level of effort or participation defined for them

Page 9 Project Team Members n IT Team Member — Provide technical expertise — Acquire the product or service — Test the product or service from an IT perspective — Implement the product or service n Business Team Member — May be made available to the project for subject matter expertise — Responsible to accurately represent their business units’ need to the Project Team — Validate that deliverables describe the product or service they want the project to produce — Expected to bring information about the project back to their business area — Test the product or service the project is developing, providing feedback to the Project Team n Vendor — Contracted to provide additional product or services the project requires — PM manages relationship — May be part of Project Team

Page 10 Other Project Stakeholders n Individuals and organizations actively involved in the project, or with interests that may be positively or negatively affected as a result of the completion of the project.

Page 11 Project Management Proverb What you don’t know hurts you.

Page 12 Stakeholder Analysis Stakeholders must be identified, have their needs and expectations understood and managed, and be communicated with frequently in order to complete the project successfully. Project Stakeholder Analysis Worksheet

Page 13 Project Management Context Often hierarchical.. — Strategic Plan — IT Portfolio — IT Program Group — IT Project — IT Subproject A collection of projects or programs grouped together to facilitate effective management to meet strategic business objectives A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually

Page 14 Project Context Two distinct efforts during course of a project: Project Life Cycle Varies by product, service, industry Phases usually sequential Technical transfer or handoff Cost and staffing levels low at start, peak in the middle, drop at end Level of uncertainty is highest at start Ability to influence characteristics and cost of final product is highest at start Project Management Life Cycle Same for every line of business Accomplished through processes oInitiate oPlan oExecute oControl oClose Define, acquire and implement the product or service requested Manage the project

Page 15 Typical Project Cost/Staffing Time Initial PhaseFinal Phase Cost and Staffing Level Intermediate Phases From the Project Management Institute (PMI) PMBOK® Guide Third Edition, 2004

Page 16 Sponsors’ Influence Over Time Project Time High Low Influence of Sponsors Cost of changes From the Project Management Institute (PMI) PMBOK® Guide Third Edition, 2004

Page 17 PROJECT MANAGEMENT PROCESSES Origination