1. 1 The University of California Berkeley Extension X470 Project Management Lisa Bausell

2. 2 Welcome Schedule for today 12 to 5 (breaks) Quick review of the course UCBX paperwork Syllabus Review Introductions Projects and Project Management Teams and Teamwork

3. 3 X470 Project Management 1 Project Management Introduction Project Initiation 2 Project Planning Scope Workflow 3 Project Planning Resources Finalization 4 Project Baseline Monitor & Control 5 Project Reporting & Communication Closure 6 Project Management Review Presentations

4. 4 UCBX Paperwork and Attendance

5. 5 Syllabus Review

6. 6 Introductions Introduce yourself to the class: What’s your name? What sort of project work do you do? What industry do you work in? What is your primary objective for this class?

7. 7 Project Management Introduction Define Projects, Project Management Define Programs, and Operations Outline the Goals of Project Management Becoming a Project Leader Review PMI and PMBOK ® Guide Define Project and Product Life Cycles Define Project Organization and Infrastructure Review UC Berkeley Extension Project Management Certificate

8. 8 * Projects “A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.” Triple Constraint Time (Schedule) Scope (Deliverable) Cost (Resources/Budget)

9. 9 * Definition of Project Management “Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.”

10. 10 Projects and Programs “A program is defined as a group of related projects managed in a coordinated way… A project may or may not be part of a program, but a program will always have projects.” Project Program

11. 11 Projects and Operations Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service… Operations are permanent; projects are temporary endeavors

12. 12 Goals of Project Management Meet or exceed stakeholder expectations. Achieve project goals, balancing trade-offs such as time, cost, quality, resources, and other constraints. Manage change through iterative planning and progressive elaboration. Build teamwork, trust, and contributor relationships. Establish effective communications.

13. 13 Why Do Projects Fail?

14. 14 Project Management Challenges Unclear or poorly understood objectives Excessive schedule pressure Insufficient or uncommitted resources Unrealistic project complexity Shifting priorities and requirements Inadequate communication …

15. 15 Becoming a Project Leader Project Leader’s Primary Responsibilities: Achieve project objectives Establish and lead the team Manage the project management process Project Leader vs. Project Contributor Pragmatism over optimization Generalist, not a specialist Succeeds through others; works with people, not things Most of the job involves communication

16. 16 PMI and PMBOK ® Guide Project Management Institute (PMI) Professional organization for Project managers Project Management Body of Knowledge (PMBOK) Guide Project Management Professional (PMP ® Certification More than 300,000 members and hundreds of local chapters worldwide www.pmi.org

17. 17 PMBOK ® Guide “Project Management Body of Knowledge” =Everything there is to know about PM A Guide to the Project Management Body of Knowledge, Fourth Edition (PMI, 2013) Summary; a reference standard revised every 4 years 10 knowledge areas 5 process groups Free (PDF) to PMI Members

18. 18 * PMBOK ® Guide Process Groups 1.Initiating 2.Planning 3.Executing 4.Monitoring and Controlling 5.Closing

19. 19 PMBOK ® Guide Knowledge Areas 4.Project Integration Management 5.Project Scope Management 6.Project Time Management 7.Project Cost Management 8.Project Quality Management 9.Project Human Resources Management 10.Project Communications Management 11.Project Risk Management 12.Project Procurement Management 13.Project Stakeholder Management

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22. 22 Project Groups and Knowledge Areas Chart PMBOK Page 61 Learn this chart Process Groups and Knowledge areas in order PMBOK Page 61

23. 23 X470 Project Management Topic coverage in UC Berkeley Extension X470 Project Management focuses on basics: All PMI Process Groups will be addressed. Some Knowledge Areas will be covered in detail, others will not. Not every Sub-knowledge Area will be included.

24. 24 Project and Product Life Cycles Product life cycles align with project life cycles, but may have phases preceding project work and phases following it. Typical Product Life Cycle Phases Strategy/ Project Selection Project Monitoring Phases Project Acceptance SupportRetirement Typical Project Life Cycle Phases Planning Phases Execute/ Build Phases Test/ Evaluate Closure

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26. 26 Project Life Cycles Phased, Stage Gate For projects that are best managed using a succession of phases; generally best for well-defined, routine project work Agile, Iterative For novel projects that are difficult to define; usually most effective for smaller projects having easily developed interim deliverables

27. 27 Development-type Life Cycles (IT, Infrastructure, Reengineering Projects, Product Development Projects) Requirements and Planning Study/ Define Specify/ Design Test/ Closure Enhance/ Support MaturityDevelop/ Build Typical Life Cycle Phases Alignment of Project Phases and PM Processes Initiating Processes Planning Processes Executing, Monitoring & Controlling Processes Closing Processes

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29. 29 Agile Life Cycles (Cyclic, Evolutionary, Adaptive Methodologies) Typical Life Cycle Phases Initiation Release Planning Cycle 1Cycles 2-NClosureSupport Alignment of Project Phases and PM Processes Initiating Processes Planning Processes Executing, Monitoring & Controlling Processes Closing Processes

30. 30 * Project Organization Functional (within an organizational unit) Projectized (organized around the project leader) Matrix (cross-functional) Weak Strong (Balanced)

31. 31 Functional Organization Top Manager Finance Manager Support Manager Sales Manager Staff Project Coordination

32. 32 “Projectized” Organization Top Manager Project C Manager Project B Manager Project A Manager Staff Project/Program Manager

33. 33 Weak Matrix Organization Top Manager Project Coordinator Production Manager Marketing Manager Staff Finance Manager Staff Engineering Manager

34. 34 Strong Matrix Organization Top Manager Project Manager Manager of Project Managers Production Manager Engineering Manager Project Manager Staff Project Manager Staff Project Manager Staff Marketing Manager Staff

35. 35 Project Organization

36. 36 QUIZ

37. 37 Select Projects and Teams for Class Teams of 4 or 5 Consider what project you want to work on Develop Team Operating model

38. 38 Team Operating Model Team members Project name Project paragraph Team name How will you communicate? Rotate team lead position

39. 39 Team coaching Team lead expectations (set tone, agenda? decide break, don’t do all the work, use your style) OK to change order of leads, just tell me. PLAN the week – this week and next Team expectations (make sure work is done, contribute, what are you best at, check in with people.)

40. 40 Project Initiation Select projects Develop project charter Secure project sponsorship Identify stakeholders Plan communications Acquire project team Define initial project scoping and objective Establish project priorities Define a project vision Conduct a project start-up workshop

41. 41 Select Projects Factors to consider: –Justification (problem or opportunity) –Sponsorship (management support) –Capacity (staffing, money, resources) –Urgency –Legal/regulatory compliance –… Projects are undertaken for a wide range of reasons.

42. 42 Project Initiation At the beginning of a project, seek to answer: –Why does this project matter? –Who benefits from this project? –What project deliverables are required? –When is the project expected to end? –How much will be invested in the project? –What are the project priorities and constraints?

43. 43 Develop Project Charter “A project charter is a document that formally authorizes a project and summarizes stakeholder needs and expectations.” (PMBoK 4.1) –A “Charter” may have many other names, and vary significantly in content and length for different projects. –A project charter may exist prior to the project leader’s involvement, but if not (or if inadequate), develop one.

44. 44 Project Charter Content Project charters include information such as: –Project purpose or justification –Project leader/manager –Project sponsor authorizing the work –Measurable objectives and initial requirements –Milestone schedule –Initial budget –Completion criteria –High-level risks

45. 45 Identify Stakeholders “Identifying all people and organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.” (PMBoK 10.1)

46. 46 Secure Project Sponsorship Project sponsors are important stakeholders who: –Authorize the project –Appoint the project leader –Define project priority –Provide or approve resources –Make key decisions and handle escalations –Protect, mentor, and support the project leader and the team For most projects, the sponsor is the primary project stakeholder.

47. 47 Identifying Project Stakeholders Other Stakeholders Core Team Full-time on project Involved in planning and execution Extended Team Part-time Involved in specific activities Other Stakeholders Management Customers Users Vendors Partners Regulators … Extended Team Project Leader Core Team

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49. 49 Document Project Stakeholders PROJECT LEADER MANUFACTURING PROCUREMENT FINANCE COMPETITORS REGULATORS IT CUSTOMERS FIELD SUPPORT MANAGEMENT MARKETING VENDORS QUALITY ASSURANCE DEPENDENT PROJECT TEAMS LEARNING PRODUCTS R&D CONTRACTORS SPONSOR “ Molecule ” Table Not all stakeholders are equal. StakeholderInterestImpact

50. 50 Project Stakeholder Analysis

51. 51 Plan Communications “Determining the project stakeholder information needs and defining a communications approach.” (PMBoK 10.2)

52. 52 Project Communications Decisions Key decisions include: –Project Management Information System (PMIS) –Project meetings –Project status collection –Project reporting –Contributor 1-1 interactions –Sponsor and stakeholder interactions –Project reviews –…

53. 53 Acquire Project Team “Confirming human resource availability and obtaining the team necessary to complete project assignments.” (PMBoK 9.2)

54. 54 Project Team Analysis Determine the skills you will need. Secure your project team through: –Pre-assignment (aligned with project at start) –Negotiation (acquired from within organization) –Acquisition (hired or contract contributors) Initial analysis is always subject to revision (progressive elaboration). Adjustments are common when setting the project baseline.

55. 55 Project Team Roster Create your roster and keep it updated.

56. 56 Project Team Challenges Cross-functional teams Contributors who report to others Virtual teams Geography Time zone Language Culture Differing systems, processes, organizations

57. 57 Define Initial Project Scoping Part of Project Charter Initial description of project deliverables based on what your sponsor, stakeholders, customers and users request A goal, not a commitment

58. 58 Define Project Objective Maximum of 25 words Summary of project scope, time, and cost Clear and understandable Avoid jargon and acronyms Like initial scope, this is only a target Time/ Schedule Cost/ Resources Scope/ Deliverable

59. 59 Project Objective Example “I believe this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.... $531 million in this fiscal year....” J. F. Kennedy, May 25, 1961 The United States will send a man to the moon and return him safely to the earth by December 31, 1969, For approximately $10 billion. As a “Project Objective:”

60. 60 Establish Project Priorities Time CostScope Least Flexible Moderately Flexible Most Flexible

61. 61 Validate Project Objective Restate the request, and iterate as needed to gain consensus. Objective and Priorities Sponsor (And/Or: Customers, Other Stakeholders) Initial Request Project Manager/ Team Objective

62. 62 Define a Project Vision Vision is about why your project matters. –Describes how the world will be better or different when the project is successfully completed. –Answers: “What’s in it for me?” –Can motivate the project team. “[We will create] a motor car for the great multitude. It will be so low in price that no man making a good salary will be unable to own one. The automobile will be taken for granted... [and we will] give a large number of men employment at good wages.” - Henry Ford

63. 63 Conduct a Start-up Workshop An event where the project team initiates processes to successfully start the project and begin building teamwork. Workshop benefits: –Promote common understanding of project goals and priorities –Create cohesive team –Reduce wasted time, redundant effort –Get a fast start on the project

64. 64 Project Infrastructure Make key decisions on project processes, such as: Planning (Who? How? Tools? What documents?) Execution (Status? Metrics? Project Data Storage?) Control (Changes? Reporting? Reviews?) Focus on past and anticipated future Issues.

65. 65 UC Berkeley Extension Founded in 1891 by the University of California, Berkeley 75 certificate programs and sequences 1,500 courses per year 30,000 students per year Multiple centers in the Bay Area

66. 66 Example Extension Courses Accounting, Finance, Business Administration Project Management Agile Management Project Management for Biotech Marketing, Human Resources, Management and Leadership Product Development Woman and Leadership Effective Writing in the Workplace Fundamentals of Green Building with LEED Organic Chemistry …

67. 67 Academic Excellence Courses, certificates, and programs approved by UC Berkeley Academic Advisory Boards including UC Berkeley faculty and industry experts. UC Berkeley-approved instructors with industry experience.

68. 68 UC Berkeley Extension Project Management Offerings Beginning through advanced level courses Professional certificates Specialized and on-site programs UC Berkeley Extension is a PMI ® Registered Education Provider (REP) and all offerings are consistent with the PMI PMBOK ® Guide.

69. 69 UC Berkeley Certificate in Project Management Six project management courses are required: X470 Project Management (this course) X474.3 Project Procurement Management X470.9 Quality Management X469.2 Human Factors & Team Dynamics X440.4 Project Risk Management X471.9 Project Planning and Control All are available every term at centers and online.

70. 70 Review Homework Reading Individual Homework Team Homework