1. Project Management - the art and science
By Ron Hopkins, Ph.D.
Associate Professor
University of Houston
College of Technology

2. Ron Hopkins Ron Hopkins, Ph.D.
Doctor of Philosophy Degree (Psychology) – University of Mississippi (Ole Miss) – 1984
17 years in Healthcare – Owned and managed a psychiatric hospital management company
14 Years with Royal Dutch Shell
Project Manager
Programme Director Downstream
Global Business Systems Manager (Supply Chain)
Global Business Change Manager
Taught in the UH TPM College of Technology in 2001 – 2002.
Currently Associate Professor and Director of TPM Program

3. Objectives To provide participants with:
An awareness of the importance of applying good practice of Project Management in projects of any size.
An understanding of essential elements, including the Leadership Role of the Project Manager, Project Planning, and Stakeholder Engagement.
An understanding of the principle elements of design control to be applied within projects

4. Advantages of Formal Project Management
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale

5. What is a Project?
“Unique process consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost, quality and resources”
A Project is a planned set of activities
A Project has a scope
A Project has time, cost, quality and resource constraints
Projects have a clear lifecycle

6. What is Project Management?
The art of organising, leading, reporting and completing a project through people

7. What is Project Management?
A project is a planned undertaking
A project manager is a person who causes things to happen
Therefore, project management is causing a planned undertaking to happen.

8. Project Manager’s Role
A Good Project Manager
Takes ownership of the whole project
Is proactive not reactive
Adequately plans the project
Is Authoritative (NOT Authoritarian)
Is Decisive
Is a Good Communicator
Manages by data and facts not uniformed optimism
Leads by example
Has sound Judgement
Is a Motivator
Is Diplomatic
Can Delegate

9. Getting Started

10. How to Set Up a Project Start with a Charter
Every project needs to start somewhere. Someone in the organization identifies a new idea, a problem to be solved, or a business need to be fulfilled, and initiates the project through some form of communication to the group that manages the project initiation process. Depending on the organization and the type of project request, the initial communication has different names–project charter, business case, enhancement request, service request, or investment proposal (to name a few).

11. Components of a Project Charter
Project Background
Business Case
Project Scope
Project Objectives
Sponsorship and Owner
Project Deliverables and Quality Objectives
Dependencies
Risk Management
Methodology
Budget (High Level)
Schedule (High Level)
Project Controls

12. Project Scope
A well-written scope statement is crucial to a project manager's ability to make intelligent decisions during the life cycle of a project. As a project manager, the more information you can gather in the early stages of a project, the more adaptable you can be if you should have to deal with obstacles that might appear during the project.
You create a project scope statement to establish a solid agreement between the project team and the customer by clarifying, identifying, and relating the work of the project to the business owner's objectives. The two parties reach an agreement by explaining the need or issue to be resolved by the project, what the product or deliverables will include, and what potential costs, gains, and success measures are involved.

13. Project Scope Project justification Project product
The project team and stakeholders must have the same understanding of what products will be produced as a result of a project and what processes will be used in producing them
Writing a successful scope statement means that you include directly, or by reference, other documents, including your:
Project justification
Project product
Project deliverables
Project objectives

14. Work Breakdown Structure (WBS)
Dividing complex projects to simpler and manageable tasks is the process identified as Work Breakdown Structure (WBS).
Usually, project managers use this method for simplifying the project execution. In WBS, much larger tasks are broken-down to manageable chunks of work. These chunks can be easily supervised and estimated.

15. WBS
In project management the WBS is a deliverable oriented decomposition of a project into smaller components.
A work breakdown structure element may be a product, data, a service, or any combination. A WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control

16. WBS

17. Building the Project Management Plan

18. Project Management Plan
Project Objectives, Scope, Deliverables
Stakeholders (Internal & External)
Work to be done (WBS)
Project Organisation and Resources (OBS)
Project Costings (CBS)
Project Schedule
Procurement/Contract Strategy
Risk Management
Quality management
Change Management

19. Triple Constraints
Quality
Budget
Scope
Schedule

20. Project Managers Trilemma
Fast
Pick 2
Scope
Good
Cheap

21. On Leadership

22. Top10 Skills of a Project Manager
People skills
Leadership
Listening
Integrity, ethical behavior, consistent
Strong at building trust
Verbal communication
Strong at building teams
Conflict resolution, conflict management
Critical thinking, problem solving
Understands, balances priorities

23. Adapted from “The Servant as Leader”:
Robert Greenleaf
Adapted from “The Servant as Leader”:
The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first…
The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"

24. The 10 Characteristics of a Servant Leader
Listening
Stewardship
Empathy
Commitment to the Growth of People
Healing
Building Community
Awareness
Persuasion
Conceptualization
Foresight

25. The Servant Leader Characteristics in 3 Dimensions

26. The Servant Dimension

27. The Servant Dimension Active, not just passive 360°, top to bottom
Listening
Active, not just passive
360°, top to bottom
Listen completely before deciding
Empathy
Separate person from their work
Walk a mile in their shoes
Personable with appropriate individuals
Healing
Help your staff become whole
Consider their history
Build a future together

28. The Leader Dimension

29. The Leader Dimension Awareness Self & Organization
“Sharply awake and reasonably disturbed” (Greenleaf)
Persuasion
Opposite of positional authority
Convince and build consensus – quickly
Conceptualization
Building Shared Vision
Make time for strategy
Foresight
Consequences of present decisions
on future outcomes

30. Combined Characteristics of the Servant Leader

31. Combined Characteristics of the Servant Leader
Stewardship
Entrusted with resources of others
Return on investments
Commitment to the Growth of People
“Green and growing or ripe and dying”
Not just your favorites
Building Community
Effectiveness
Camaraderie

32. I want to leave you with this gift

33. Paradoxes Servant Leadership, itself a paradox requires constant balance….