Project Management

The Project Management Institute

What is a Project?

A project is a one-time job with specific goals, a clear-cut starting and ending date, and – in most cases – a budget. PMBOK:A project is a temporary endeavor undertaken to create a unique product, service, or result.

A project has a set of objectives, a start and end, and a budget. The project objectives help delineate the start and finish of a project.

Program or Program Management Describes a group of projects related to a common initiative and managed in a cohesive fashion.

A project is a problem scheduled for solution. – Dr. Joseph M. Juran Whether an organization launches a project to solve a problem or fulfill an unmet need, it commits its time, money, and human resources to the project to achieve specific goals. One of the most important tasks early in the life of a project is determining what the project objectives are and making sure that everyone involved agrees on them.

The scope of a project is the extent of the work to be done.

The purpose of project management is to achieve the project objectives on time and within budget. Project management is an ongoing task of balancing the project scope with time, cost, and level of performance and quality.

Project Management is divided into five types of processes (Process Groups). Initiating Planning Executing Monitoring and Controlling Closing

Processes overlap and interact throughout a project or phase. Processes are described in terms of: Inputs (documents, plans, designs, etc.) Tools and Techniques (mechanisms applied to inputs) Outputs (documents, products, etc.)

Project Management is about communicating with people. Project managers have to lead, sometimes coax, and occasionally cajole a team of workers to successfully complete a project.

Project Management Provides a systematic approach – a process model – to guide project management activities. The process model corresponds with the typical lifecycle, from concept to completion of a typical project.

Section II of the PMBOK lists the Nine Knowledge Areas and the sub areas (see Appendix F, pg 337)

Chapter 4—Project Integration Management 4.1 Develop Project Charter 4.2 Develop Preliminary Project Scope Statement 4.3 Develop Project Management Plan 4.4.Direct and Manage Project Execution 4.5 Monitor and Control Project Work 4.6 Integrated Change Control 4.7 Close Project Chapter 5—Project Scope Management 5.1 Scope Planning 5.2 Scope Definition 5.3 Create WBS 5.4 Scope Verification 5.5 Scope Control Chapter 6—Project Time Management 6.1 Activity Definition 6.2 Activity Sequencing 6.3 Activity Resource Estimating 6.4 Activity Duration Estimating 6.5 Schedule Development 6.6 Schedule Control Chapter 7—Project Cost Management 7.1 Cost Estimating 7.2 Cost Budgeting 7.3 Cost Control Chapter 8—Project Quality Management 8.1 Quality Planning 8.2 Perform Quality Assurance 8.3 Perform Quality Control Section II—The Project Management Knowledge Areas, Chapter 9—Project Human Resource Management 9.1 Human Resource Planning 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team Chapter 10—Project Communications Management 10.1 Communications Planning 10.2 Information Distribution 10.3 Performance Reporting 10.4 Manage Stakeholders Chapter 11—Project Risk Management 11.1 Risk Management Planning 11.2 Risk Identification 11.3 Qualitative Risk Analysis 11.4 Quantitative Risk Analysis 11.5 Risk Response Planning 11.6 Risk Monitoring and Control Chapter 12—Project Procurement Management 12.1 Plan Purchases and Acquisitions 12.2 Plan Contracting 12.3 Request Seller Reponses 12.4 Select Seller 12.5 Contract Administration 12.6 Contract Closure Source: PMBOK 2004

Some Terminology PMI PMBOK Stakeholders 8 –Originator –Sponsor –Project Manager –Core Team –Extended Team Process Control Documents and Checklists 31 Triple Constraints Project Charter Scope Scope Creep WBS S.M.A.R.T (Specific, measurable, agreed upon, realistic, and time-bound) Deliverables “any measurable, tangible, verifiable outcome, result, or item that must be produced to compete a project or part of a project.” Milestones “a significant event in the project (determine progress toward completion)”

Time How long we have to accomplish the work Resources Money, people, materials, etc.. Performance The quality and quantity of the outcomes A Project’s Triple Constraints (They must be kept in balance for your project to succeed) Metaphor: Science - 3 requirements to start and maintain combustion: fuel, heat and oxygen. Remove any one of the three and the fire goes out. Add any one of the three to an existing fire and it gets larger.

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Download Forms and checklists (from the ronblack.com site) Some interesting items to examine (for Discussion in next class)